Louise Salter - DIVE! - 'Butterfly'

According to the research explored by the Harvard Business Review, men tend to apply for a job when they meet only 60 percent of a job’s qualifications, but women tend to apply only if they meet 100 percent of them. Further research shows that traditional “in groups” are judged based on their potential while traditional “out groups” are judged by their proven accomplishments.

So how can we address this in the hiring process?

One simple change employers can make is drafting results-based job postings. These focus on what the individual is expected to achieve and the desired outcome, followed by job responsibilities. Here is a sample phrase from a results-based job posting:

You will deliver a client experience that leaves them feeling supported and confident. When something comes up, we want our clients to call us first.

This simple change can help expand and create a more diverse candidate pool for any position. This is especially important in the present when employers are facing low unemployment and increased job growth.

If you want to explore this more or need some help drafting your postings, just let us know.



Butting Heads

In my experience as a coach, a consultant, and a trainer, the number one saboteur of workplace relationships is that we make assumptions as to why someone is acting a particular way and those assumptions are almost always negative – and incorrect.

The main culprit is one I’ve written about before – Fundamental Attribution Error (and you can read more about it here and here) – but to recap, it essentially means that we don’t give people the benefit of the doubt that we give ourselves. If someone does something that bothers us, we attribute it to an undesirable character flaw rather than the context in which the behavior arose or a difference in viewpoint that may even be quite valuable.

Up until now, the only prescription I’ve had to offer my clients – and myself – has been self-awareness: attempting to question the negative narratives that come to mind about why people behave the way they do and instead immediately prompt oneself to think why a kind, rational person would exhibit the exact same behavior. But it’s often a losing battle. In the thick of a workplace frustration, it’s too tempting to succumb to that snarky inner voice that tells us that our coworker is just annoying. Or a jerk. There’s just not a compelling enough alternative narrative.

What amazes me is that the antidote has been right in front of my eyes since March, since we became Partners with Predictive Index (“PI”). I’ve been so enraptured with the power of PI’s ability to predict workplace fit, hire the best candidates, build succession plans, and engage and coach individuals that it’s taken me a little while to catch on that PI is helping me see people in a totally new light. It’s helping me decode human behavior in a way that naturally pacifies Fundamental Attribution Error and its biased kin before it has a chance to take root in my subconscious.

The Predictive Index uncovers the drives that motivate us. Those drives create needs which result in behaviors and behaviors are exactly the things we get hung up on. Since learning about PI, when I see someone exhibiting a behavior that I find challenging, I think about that person’s underlying needs and drives and my own underlying needs and drives and, when I do, even when I disagree or dislike the behavior at hand, their behavior seems totally reasonable and sometimes quite valuable, too.

PI offers a way to quickly diffuse the uncomfortable aspects of conflict (anger, anxiety, hurt feelings) and still yield the fruit that comes from it: the free flowing passionate exchange of ideas and opinions in the search of a better way. Instead of battling over who’s right and who’s wrong, we can look at what’s driving our interests. And when we can look at disagreements as different interests and priorities, rather than competing positions or sides, we can find a way forward that respects both people’s drives and motivations.

For example, I recently worked with a leadership group where only one person had a high formality drive – the drive to conform to rules and structure, to do the things “right.” The rest of the team, all of whom had a low formality drive (and therefore saw rules and structure as guidelines only) were driven crazy by how often their teammate would shoot down an idea, saying they couldn’t do it for one reason or another. Thanks to PI, they don’t see their teammate as a “stickler” or a “joy kill” anymore. They understand that he’s not bursting their bubble. Rather, he has a strong desire to protect the organization from risk. In contrast, the individual with the high formality drive now sees his teammates as “venturesome” rather than “foolish” – and able to see opportunities despite risk.

Since this discovery, the team still experiences plenty of conflict, but they have the ability to see their disagreements in a whole new light. They can talk about the merits of opportunities and ways to mitigate risk without succumbing to labeling each other’s character. They can even acknowledge the benefits of having different motivations and drives on the team.

In short, PI gives an organization a way to easily understand the uniqueness of every individual in your workplace as well as a way for every individual to easily understand each other. It’s no small feat and has the capability to totally revolutionize the ways we work together.

So watch out Fundamental Attribution Error. PI is coming for you.



A stack of balanced stones

For more than 30 years, the Oregon School of Massage has provided the most holistic, integrated approach to massage education in Oregon. This integrated approach is a core value that drives the whole program. Did you know…

  1. 30+ years ago the founder of Oregon School of Massage, Ray Siderius, developed a massage therapy program in a professional center that housed a physician, several counselors, several massage therapists and a meditation teacher. All these disciplines influenced Ray in the development of the program. Ray has a background in education, psychology and health science which led him to appreciate massage as an important health care component.

  2. OSM offers a 640 hour program that can be completed in as little as 15 months. Their program may take a bit longer than others because it is designed to be flexible for people who need to work and/or who have significant family obligations. Students can start any quarter and take as few or as many classes as they want.

  3. OSM classes occasionally draw people from not only around the US but from around the world as well. In the US they’ve attracted students from Florida, Maryland, New York, Illinois, Maine, Pennsylvania, Texas, Alaska and many other states. World wide students have come from Austria, Scotland, England, Alberta, Vancouver, Nova Scotia and Ontario.

  4. Several instructors at OSM are nationally published authors including Gayle McDonald, Frank Coppieters, Mary Betts Sinclair, Marion Dixon, Doug Nelson, Leslie Stagger and David Lauterstein.

  5. Oregon School of Massage provides financial assistance in the form of low interest, in-house loans that can be spread over a period of up to six years. This allows many of their graduates to start their practice with less debt than they would have with FAFSA.

Cascade is pleased to feature Oregon School of Massage, where they believe what a therapist communicates through their touch, combined with knowledge of the body and presence, can make the difference between a basic massage and a truly healing experience.



Fuga dei cervelli

The ever dreaded “brain drain” may be upon you. A long-time employee who has contributed so much to the success of your organization is about to retire and take with them a wealth of knowledge and expertise.

Not only will you miss the funny stories of “back in the day” or how much they appreciate how simplified things have become compared to when they began their careers, you will be losing a significant source of knowledge, insight and experience. You may not be able to do anything about the experience, but you can make the transition easier by facilitating the transfer of knowledge and insight by offering phased retirement programs to those employees.

Not only will a phased retirement program likely benefit the employee, but it will also aid in the transfer of knowledge to those employees taking their place. Who better to transfer this knowledge than those who have lived through the ups and the downs of the economy, who have seen technology go from 0 to 60 in a matter of a few short years, and who have gained invaluable insight of overall business needs and what it takes to be successful?

Currently, this is the Baby Boomer generation and as time goes by will transfer to Generation X who reportedly will account for over 30% of the workforce in 2024, with nearly 40% being 55 or older, according to the Department of Labor’s Bureau of Labor Statistics. In a related study conducted by the University of North Carolina in 2015, labor shortages are expected through 2020 as the Baby Boomer generation faces retirement age of 65, at a rate of 10,000 people per day. This will definitely cause some challenges for organizations, so it is important to make efforts to recruit and retain various generational groups in order to successfully transfer necessary knowledge required for business needs and growth.

Graph Illustration: Generations at a Glance

Here are a few helpful tips to ensure that you are holding on to that priceless knowledge and transferring it to the next generation of workers:

Formalize a process, yet make it flexible to accommodate all parties involved:

  • This increases the confidence of the team members who know that they’re not expected to just figure things out when the time comes.

Cross – Train:

  • This can alleviate the risk of a key person leaving with a full head of knowledge. Ensure that there are at least two people who can step in at a moment’s notice.
  • Ensure you have all the appropriate resources and tools to adequately facilitate knowledge transfer.

Consider developing a phased retirement option:

  • This will allow employees to continue working while transitioning to retirement at their own pace.
  • This will allow adequate time for effective knowledge transfer.

Develop mentor programs:

  • This will allow senior level employees to share their expertise with those who will be filling their role and will build a sense of rapport and trust.
  • The newer employees should feel comfortable reaching out to their mentor to ask for help when resolving problems, which will help build employee expertise, and provide employees with the confidence to deal with issues when they arise. By continuously checking to make sure the right knowledge is being captured and shared, your organization can seamlessly transition during the departure of key personnel.

It is difficult to lose your most trusted and valuable people, yet try to make the transition positive and seamless. Recognize the valuable contributions they have made to the organization by encouraging them to share their wealth of knowledge. It will not only help your employee feel like they have truly succeeded in their career, yet it will help to make the next generation of employees appreciate and value the insight of those who came before them.

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