Leadership

From uncertainty to empowerment: Leadership insights from May Wah Chan at Michael Page

Carol Yeoh — Wed, 27 Aug 2025 03:14:46 +0000

From uncertainty to empowerment: Leadership insights from May Wah Chan at Michael Page Carol Yeoh

With over four decades of shaping careers globally, Michael Page has witnessed countless leaders rise – both within the business and in the wider professional world. In our ‘Her Path, Your Opportunity’ series, we speak with women across our offices who have navigated pivotal moments, embraced challenges, and left a lasting impact.

In this edition, Andy Bentote, Regional Managing Director of Michael Page Asia Pacific, sits down with May Wah Chan, Regional Director of Michael Page Vietnam.

With a career spanning multiple markets and business cycles, May Wah is known for her authenticity, resilience, and ability to inspire trust. She reflects on how embracing vulnerability became a source of strength, why systems change is essential for advancing women, and the personal mindset shifts that have defined her leadership journey.

Leadership and resilience: A conversation with May Wah Chan

Andy: My daughter wanted to ask – what is one skill or mindset every girl should have to succeed?

May Wah: Self-belief. Skills can be learned, but if you don’t believe you belong at the table, you’ll hold yourself back. Self-belief doesn’t mean you’ll never feel doubt – it means you move forward anyway, trusting you can adapt and grow.

Your voice matters, even if it shakes the first few times you use it. Confidence is built through action, not by waiting until you feel ready.

Andy: Reflecting on your journey so far, what inspired you to step into leadership and how did gender equity – or the lack of it – shape your path?

May Wah: My journey into leadership evolved from curiosity, ambition, and the opportunities – or gaps – I encountered. Early on, I noticed leadership teams rarely reflected the diversity of those they led. Rather than discouraging me, it pushed me to challenge the status quo.

Gender equity, or the lack of it, made me intentional in my growth. To create space for others, I first had to step into it myself – knowing representation matters.

Andy: When you stepped in to lead Michael Page Vietnam after the previous director’s departure, how did you approach building trust and stability during that period of change?

May Wah: I knew trust had to be earned. I listened first, spending time with the team and clients through one-on-ones and informal coffees. I respected cultural nuances and focused on integration, not imposition. By showing empathy and focusing on career growth, recognition, and integrity, I aimed to support people’s success. Over time, authenticity helped rebuild trust.

Andy: What was one specific action or decision you made in those early weeks that helped your team feel supported and confident in your leadership?

May Wah: I created clarity with a clear plan and priorities. I set up quick check-ins to surface needs, celebrate wins, and keep dialogue open. I also shared more of myself, so people saw me as a partner, not just a leader. These small steps built confidence and connection.

Andy: What’s one stereotype about women leaders you’d like to break?

May Wah: That motherhood reduces ambition or productivity. Motherhood sharpened my focus, decision-making, and resilience – and deepened my empathy.

Parenthood doesn’t dilute leadership capacity – it can enhance it.

Andy: Leadership often demands both strength and vulnerability. Can you share a moment when embracing vulnerability made you more effective?

May Wah: For years, I thought leadership meant always having the answer. The pandemic changed that. In a moment of uncertainty, I told my team what I knew, what I didn’t, and that the months ahead were unclear.

That openness encouraged others to share ideas and concerns, making us stronger and more adaptable. Vulnerability is not weakness – it’s an act of trust that inspires collaboration.

Andy: What belief about leadership have you completely changed your mind about?

May Wah: I used to think leaders had to be the strongest, most unshakable presence in the room. Now I know authenticity is more powerful.

Vulnerability fosters trust, openness, and better results. Leadership isn’t about being infallible – it’s about creating the conditions for others to succeed.

Andy: What’s more critical for women’s leadership – mentorship, sponsorship, or systems change?

May Wah: All matter, but systems change is fundamental. Without equitable structures, progress depends too much on individual goodwill.

True change means flexibility without stigma, equal parental leave, and transparent career pathways – so women aren’t swimming upstream just to keep pace.

Andy: Can you share a moment when you choose between doing what was popular and what was right?

May Wah: I once had to deliver difficult news I knew wouldn’t be well received. I chose transparency over delay or softening the message.

It was uncomfortable in the short term, but it built trust. Credibility comes from aligning words with actions.

Andy: How do you manage work-life balance in a high-pressure role?

May Wah: I see it as work-life integration. Some weeks, work takes priority. Other weeks, family does. The key is being present where you are.

I recharge through running, travel, and family time, and set boundaries to protect my energy. It’s less about perfect balance – more about intentional presence.

Andy: What would true equity in leadership look like to you – and what’s one uncomfortable truth we must face?

May Wah: True equity is when we no longer say, “female leader” – just “leader”.

The hard truth is we still lose many women mid-career because workplaces fail to support them during key life stages. Until we close those structural gaps, equity will remain out of reach.

Andy: Thank you for sharing your story, May Wah. It’s a powerful reminder that leadership is both a mindset and a mission – shaped by the challenges we face and the change we choose to create.

May Wah's story reflects the wider purpose of our ‘Her Path, Your Opportunity’ series – to spotlight the diverse journeys of women at Michael Page who continue to redefine leadership.

Looking to hire your next leader? Partner with us for tailored recruitment solutions that connect you with top leadership talent. Contact us, and we’ll match you with the right consultant for your market and hiring needs.

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Carol Yeoh

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From legal career to global top recruiter: Leadership insights from Olga Yung at Michael Page

Carol Yeoh — Tue, 03 Jun 2025 05:35:00 +0000

From legal career to global top recruiter: Leadership insights from Olga Yung at Michael Page Carol Yeoh

With over 45 years in global recruitment, Michael Page has helped shape the careers of countless professionals – including many of our own. In our new interview series ‘Her Path, Your Opportunity’, we speak with women in leadership across our global offices about the experiences, values, and pivotal moments that have shaped their journeys.

In this inaugural episode, Andy Bentote, Regional Managing Director of Michael Page Asia Pacific, sits down with Olga Yung, one of the managing directors of Michael Page Hong Kong.

Olga’s path to leadership is as inspiring as it is unconventional. With a background in law and over 16 years of recruitment experience, she has led teams across multiple specialist disciplines, including Finance, Financial Services, HR, Legal, and Property. Today, she is recognised for her performance and the trust and impact she builds as a leader.

From lessons in perception to managing through change, Olga shares the mindset shifts that helped her grow from consultant to leader – and the importance of staying grounded in both work and life.

Leadership and legacy: A conversation with Olga Yung

Andy: What’s the most powerful lesson you’ve learnt about being a leader and how does it shape the way you lead today?

Olga: Well, it's coincidental that the most powerful lesson I learnt is from you, Andy. When you were running Greater China, you were deeply focused on personal growth. One lesson that has stuck with me over the years is how someone else’s perception can become their reality – even if we don’t agree with it.

Initially, I wasn’t completely comfortable with the idea; less so about the concept, more so about other people’s perception, which was not my reality, but I took your advice anyway.

My biggest takeaway as a leader – it is not always about you. It does matter how other people see you, and it does not matter how good you are as an individual. Real leadership is where our leaders recognise that they serve the people they lead and through that, it also inspires others to be their best.

Andy: Great to hear that it is still having an impact and you’re exactly right - leadership is all about perception and perception is reality. The second question was actually one from my daughter. She asked, what is one skill or mindset that every girl should have if they want to succeed?

Olga: As a young girl raised in Asia, I encountered the expectation that some females might rely on males, particularly in marriage or family settings.

However, my parents taught me to be self-reliant and fearless in doing more, not less. They taught me that everything you learn, do and put effort in will ultimately be yours – whether it’s a new experience, a new skill set you’ve gained, a new relationship or just learning in general.

That really sets the tone for me at work - I never try to get by with the bare minimum. I believe that the more we invest in ourselves, the greater our growth and achievements will be. That mindset has been a key driver in my journey.

Andy: How did you navigate your own career path to leadership? Were there any pivotal moments?

Olga: When I gave up my legal career to go into recruitment, I was initially driven by a desire to prove to my family that I could be successful without pursuing law. At the time, taking on a leadership role seemed like the fastest way to progress within the organisation.

Leadership in recruitment isn’t easy. In those days, most leaders were top billers first - that’s what laid the foundation for promotion.

But once you step into leadership, you become accountable for other consultants’ performance. Work doesn’t just double; it multiplies. You give up time to coach your team, and sometimes even your own jobs, to ensure they have enough to work on.

There were certainly moments when I questioned it. As a new billing leader, I wondered why I was doing more but billing less; and seeing that reflected in my bonuses.

Andy: How can organisations create a more inclusive and supportive environment for women in leadership?

Olga: There’s a saying that “leaders are born, not made” – but I disagree. Every good leader I know has made mistakes along the way. They learn, adapt, and improve.

Organisations can create more supportive environments by providing guidance and coaching, especially for new leaders. Whether it’s a structured session or an informal catch-up over drinks, giving leaders a forum to share experiences and lean on each other can be incredibly valuable.

Andy: How do you balance leadership responsibilities with personal life?

Olga: I try not to bring work home. When I’m with my family, I focus on them, which means pausing the emails and messages.

To do that, I must be fully present at the office – spending enough time with my team, whether coaching, listening, or simply checking in.

If you’re intentional with your time during the day, it becomes easier to draw boundaries and truly enjoy your time at home.

Andy: What are the key mindset shifts needed to move from an individual contributor to a leadership role?

Olga: If you’re not in a good place yourself, you can’t be an effective coach to others. The two go hand in hand.

For example, if you devote all your time to your team, you’ll be stretched in your own delivery and performance. That can affect your mental wellbeing, which in turn affects how you lead.

On the other hand, if you’re solely focused on yourself and neglect your team, it doesn’t matter how strong your performance is – the team will suffer, and one person’s revenue can’t make up for an underperforming team.

I try to split my days in halves – one half for my team, the other half for myself. That helps me stay balanced and work more efficiently.

Andy: What do you think separates top-performing recruiters from the rest?

Olga: Top performers aim high. They don’t settle for easy targets. They embrace learning – even failure – as part of the process.

After all, recruitment is a people business. If you don’t grow and evolve with your clients, candidates, and colleagues, you’ll struggle to stay ahead.

Andy: Thank you for sharing your story, Olga. It serves as a reminder that great leadership is a journey of both mindset and meaning.

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How to write employee testimonials

Naren Sankar — Sun, 12 Jan 2025 18:34:54 +0000

How to write employee testimonials Naren Sankar

Employee testimonials or reference letters play a vital role in highlighting an individual’s strengths and talents to potential employers. Crafted with care, they can serve as powerful tools and aid job seekers in securing new opportunities. When writing an employee testimonial, adopting the right tone and structure is crucial.

Usually, junior employees would request an employee testimonial from their direct supervisor when they leave a company. Sometimes, the companies the prospective candidates interview with may contact you if you were listed as a reference in their resumes or CVs and ask for your testimonial.

Other times, you can voluntarily pen a LinkedIn recommendation for a top performer leaving the company to help bolster their job search. Whatever the case may be, here are some essential tips to consider:

Familiarise yourself with the employee

Before you start, take a moment to reflect on the employee’s notable skills and qualities that would be valuable to future employers.

Skip daily routines and stories about a typical day, and highlight specific examples of their accomplishments, such as successful negotiations, exceeding targets, implementing innovative systems or processes, or their contribution to improving workplace culture.

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Components of employee testimonials

A well-rounded employee testimonial should include the following:
•   Your contact information.
•   The employee’s name as the subject.
•   A clear indication of your recommendation.

You should mention your job title, the nature of your professional interaction with the employee, and the duration of your working relationship, within the company and in any collaborative efforts across departments.

Testimonial length considerations

While a standard employee testimonial is typically one A4 page in length, there are no strict rules on its size. If you believe additional information is necessary to convey the employee’s value, feel free to expand upon it.

Avoid jargon, buzzwords, and abbreviations, and ensure that all vital details about the individual are included.

An alternative to the traditional A4-letter-type testimonial, you may be providing a recommendation for someone on social media or their LinkedIn account. Employee testimonials on LinkedIn’s Recommendations section need not be exceedingly long and can be written in a casual tone.

Whichever platform you choose, it is crucial that the content is kept concise and to the point. Here are some employee testimonial examples:

Reference letter example

Dear [Recipient’s Name],

I am writing this letter to provide a reference for [Ex-Employee’s Name], who was under my supervision as a [Ex-Employee’s Job Title] at [Company name]. [Ex-Employee’s Name] worked with us from [Start Date] to [End Date].

During [Ex-Employee’s Name] ’s tenure with our organisation, they consistently demonstrated exceptional professionalism, dedication, and a strong work ethic. Their job performance was consistently of a high standard, and they continually exceeded our expectations. I was particularly impressed with [Ex-Employee’s Name] ’s ability to [provide specific examples of outstanding performance or achievements].

[Ex-Employee’s Name] is an excellent communicator and collaborator, always displaying strong interpersonal skills. Their problem-solving abilities and attention to detail were invaluable in handling complex tasks and projects. They can effectively work independently and as part of a team, contributing to a positive and productive work environment.

Moreover, [Ex-Employee’s Name] has always displayed a strong commitment to their professional growth through research and development. They actively sought out opportunities to expand their knowledge, and their proactive approach to learning made them an asset to our team.

I highly recommend [Ex-Employee’s Name] for any future employment opportunities. They possess a unique blend of technical expertise, interpersonal skills, and a dedication to excellence that make them an exceptional candidate. I have no doubt that they will make significant contributions to any organisation they join.

Please get in touch with me if you have any further questions or need more information. I can be reached at [Your Phone Number] or [Your Email Address].

Thank you for considering my recommendation of [Ex-Employee’s Name]. I have every confidence in their abilities and believe they will be a valuable addition to your team.

Sincerely,

[Your Name]

[Your Job Title]

[Your Company/Organisation]

LinkedIn recommendation letter

“I have had the pleasure of working closely with [Recipient’s Name] for [duration of your working relationship]. [Recipient’s Name] is an exceptional professional who consistently demonstrates remarkable expertise and dedication in their field. Their attention to detail, strategic thinking, and problem-solving abilities have proven invaluable in delivering outstanding results.

Beyond their professional competence, [Recipient’s Name] is a joy to work with. Their integrity, reliability, and strong work ethic make them a trusted and highly valued team member. They possess excellent written and verbal communication skills, enabling them to effectively collaborate with colleagues and stakeholders at all levels. They naturally inspire and motivate others, always fostering a positive and productive work environment.

I have been consistently impressed by [Recipient’s Name] ’s ability to adapt to new challenges and embrace change. Their enthusiasm for learning and innovation is contagious, and it has a positive impact on company culture and the entire team. They are constantly seeking opportunities for growth and development, pushing themselves to excel and stay at the forefront of their field.

I wholeheartedly recommend [Recipient’s Name] to any organisation or individual seeking a highly skilled professional with exceptional dedication, a collaborative spirit, and a passion for excellence. Their contributions have consistently exceeded expectations, and I have no doubt they will continue to thrive and make significant contributions wherever they go.”

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Conveying importance and impact

Remember that your words carry weight and can significantly influence the former employee’s prospects. When writing employee testimonials, you may encounter several challenges. Here are some common difficulties you may face when crafting these testimonials:

Balancing honesty and positivity

One of the main challenges is finding the right balance between providing an honest assessment of the employee’s skills and accomplishments while maintaining a positive tone. It can be challenging to highlight areas for improvement without overshadowing the employee’s strengths.

Articulating the employee’s value

Expressing the employee’s value to potential employers can be challenging. It requires effectively communicating their unique contributions, proficiencies, and qualities in a concise and compelling manner. Some people may struggle with articulating these positive aspects in a way that truly highlights the employee’s strengths.

Overcoming writer’s block

Writing testimonials can sometimes result in writer’s block, where you struggle to find the right words or structure their thoughts. This challenge can hinder the ability to create a well-crafted testimonial that effectively highlights the employee’s abilities and achievements.

Ensuring authenticity and credibility

It is crucial for testimonials to come across as authentic and credible. You may find it challenging to strike the right balance between highlighting the employee’s positive attributes and avoiding overly exaggerated or generic statements that may appear insincere.

Dealing with limited information

In some cases, the person creating the testimonial may have limited information about the employee’s accomplishments or specific details about their performance. This can make it challenging to provide specific examples or substantiate the claims made in the testimonial.

Time constraints

Crafting a well-written employee testimonial requires time and thoughtfulness. You may face challenges when trying to allocate sufficient time to gather the necessary information, reflect on the employee’s performance, and write a comprehensive testimonial within a tight timeline.

Overcoming these challenges often involves careful planning, thoughtful reflection on the employee’s contributions, and seeking input or feedback from the employee themselves or other colleagues who have worked closely with them.

Closing with a recommendation

After providing relevant details and information, conclude the testimonial with a clear and strong personal recommendation. Express your confidence in the employees’ abilities and emphasise their potential as an excellent addition to any organisation. This ensures that the intent of the testimonial is unequivocally conveyed.

Some examples:

“For these reasons, I strongly recommend David for future roles, and I feel he would be an excellent addition to any organisation.”

“I highly recommend [name of employee] to any organisation, as she is an incredible resource of knowledge, expertise and wisdom.”

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Declining a reference request

It is important to remember that providing a reference is not an obligation. If you cannot write a positive reference, it is best to decline the request.

However, offer an alternative suggestion, such as recommending another person who may be better suited to provide the reference. Maintain politeness and avoid sounding critical.

An employee testimonial is an opportunity to recommend deserving individuals and assist them in their career journey. By writing a well-crafted testimonial, you not only support the employee’s prospects but also strengthen your professional network.

Also, the success of the prospective candidates landing new jobs in part thanks to your employee testimonials reflects positively on your own credibility. Approach each testimonial with sincerity and the desire to help others thrive in their careers.

Advantages for those writing the testimonials

While providing employee testimonials help your former employee, this powerful tool can only benefit the person writing the employee testimonials. It allows you to express appreciation, enhance your professional reputation, strengthen relationships, develop communication expertise, and create networking opportunities. It can also demonstrate to current employees that you are a supervisor who acknowledges and praises someone for their achievements or contributions.

Overall, providing employee testimonials can:

Strengthen relationships

Writing an employee testimonial often involves reflecting on positive experiences and collaborations with colleagues or the organisation. This process can strengthen relationships and build stronger professional connections. By publicly acknowledging and promoting the achievements of others, the employee is likely to foster a sense of camaraderie, trust, and goodwill within the workplace.

Create networking and collaboration opportunities

Writing employee testimonials often involves interacting with colleagues and other professionals. This engagement can lead to new networking opportunities, collaboration on projects, show current employees that you value them or even mentoring relationships. By actively participating in such activities, the prospective candidates expand their professional network, and opens doors to future collaborations and career prospects.

Michael Page

performance management

11 traits you need to be a highly effective leader

Simone Wu — Mon, 06 Jan 2025 19:00:00 +0000

11 traits you need to be a highly effective leader Simone Wu

Being a leader is not about your job title or years of experience. It’s a mentality. It’s also the way you work and carry yourself. A leader is also a coach, a decision maker and a visionary.

The way leaders behave and treat employees on their teams directly impacts company culture, employee engagement, and a company’s ability to retain and attract talent.

Not everyone is a born leader; like any expertise, leadership skills can be learned and honed. It is essential to know that a leader's effectiveness is also dependent on the amount of influence and support you get from people in your team.

You should never assume that people you work with would automatically follow your lead and respect your decisions just because you are in a leadership role. Your immediate supervisor already has your back because they hired you. You need to win over your peers, direct reports and the wider team members.

Whether stepping into a leadership position from an individual contributor role or looking to progress in your career, here are 11 leadership qualities, characteristics and traits you can adopt.

1. Acknowledge, appreciate and give credit

Great leaders publicly express appreciation and acknowledge their team for their contributions. When you show appreciation for team members’ contributions and provide positive feedback, you help encourage a positive work environment.

To inspire employees to give their best, they need to know that they are on the right track, and that their work will be valued and appreciated. Find ways to celebrate your team’s achievements, even through a simple “well done”.

Do it consistently and deliberately. Praises for minor reasons, and frequent praises can come across as insincere and even demotivate others.

2. Active listening

After resigning in 1985, the late Steve Jobs said he returned to Apple as a humbled and better leader – and former Apple CEO John Scully credited much of this to his newfound ability to listen.

While setting ground rules or implementing new approaches to various work processes is essential, taking a step back and listening to your team is also highly crucial. A good leader must stay attuned to what is going on with their team and company to make informed decisions.

To be a great leader is to be a great communicator – and great communicators listen. Good leaders are proactive and intuitive listeners. To be an active listener, you must never interject or interrupt, always maintain eye contact, and use visual cues like nodding to show you genuinely listen. Employees want to feel listened to, not patronised or, even worse, ignored.

3. Communicate effectively

Communicating clearly, concisely and tactfully is a crucial leadership skill. Communication involves more than just listening attentively to others and responding appropriately.

It also includes sharing valuable information, asking intelligent questions, soliciting input and new ideas, clarifying misunderstandings, and being clear about what you want. The best leaders also communicate to inspire confidence, drive motivation and energise their employees.

4. Show commitment

No one likes to work for a non-committed leader or in a non-committed team. Your commitment as a leader can help foster team spirit that will differentiate an outstanding team from a mediocre one. A committed leader is more likely to gain their team’s trust. Importantly, showing commitment keeps team morale high.

5. Embrace failure

Failure is part of success, and good leaders don’t shy away from failure – they use it as an opportunity for growth. Whether it’s a personal setback or a challenge within your team, understanding moments of failure is helpful as it encourages your team to improve and innovate.

Encourage your team to embrace failure by publicly acknowledging your setbacks and sharing how you grew from every situation.

6. Invest in your team’s future

A clear career progression plan is essential to employees. Along with planning your direct reports’ career paths in the company, a good leader also creates leadership opportunities for their direct reports. Leaders need to invest in their team by rewarding good work with appreciation, respect and opportunities for growth.

Creating entry-level, low-risk leadership opportunities empowers team members and allows them to practise leadership without too much pressure. Challenge them with high expectations, encourage them to be creative, and show innovation. Communicate clear goals and deadlines to your team, and give them the autonomy and authority to decide how the work gets done.

These opportunities can be as simple as leading a meeting or team-building activities, which can help build vital confidence in your team. From these activities, they can also get feedback from you about their leadership capabilities.

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7. Lead with empathy

Empathy is a complex skill to quantify. Being empathetic is to be able to see and understand situations from various viewpoints of employees of different seniority in the company, and comprehend the consequences of their decisions on everyone in the company. It also means that the leader can look beyond to inspire, encourage and strategies in ways that will motivate employees at all levels.

The COVID-19 pandemic highlighted the role empathy plays in an organisation. It emphasised the importance of compassionate leadership and showed how building open and sincere relationships between managers and their reports directly impact workplace culture. Compassionate leadership creates a psychologically safe workplace where employees are not afraid to discuss difficult topics.

8. Demonstrate integrity

A leader with integrity draws on their values to guide their decisions, behaviour and dealings with others. They have clear convictions about what is right and wrong and are respected for being genuine, principled, ethical and consistent. They have a strong sense of character, keep their promises, and communicate openly, honestly and directly with others.

9. Act objectively

A successful team leader is an objective leader who can understand various points of an argument or discussion while reaching goal-oriented solutions. Objective leaders can also access external factors to reach fair decisions that sit well with the whole team. Team members will also know that decisions are fair and just rather than based on preferences or other factors.

10. Lead by example

As a leader, the best way to build credibility and gain the respect of others is to set exemplary examples. Demonstrate the behaviour that you want people to follow. If you demand a lot from your team, you should also be willing to set high standards for yourself. Aligning your words and actions will help build trust and make your team more inclined to follow your example.

11. Share their vision

Having a strong company vision and effectively communicating that vision can help employee engagement remain high and drive the organisation forward. A leader with a vision clearly knows where they want to go, how to get there, and what success looks like.

Be sure to articulate your vision clearly and passionately, ensuring your team understands how their efforts contribute to higher-level goals. Working toward your vision with persistence, tenacity, and enthusiasm will inspire others to do the same.

Share your vision early and often, and set clear team goals that support this. If team members approach you for advice, give your input and don’t be afraid to make the hard decisions. The more decisive and transparent you are, the easier it is for employees to contribute to your vision.

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leadership style

How to nurture meaningful workplace relationships

Naren Sankar — Fri, 27 Sep 2024 08:32:53 +0000

How to nurture meaningful workplace relationships Naren Sankar

Building workplace friendships goes beyond casual interactions in the evolving landscape of workplaces. These personal relationships can be beneficial for both individual and professional growth. Here are some ways you can cultivate positive relationships at work.

Having friends at work can be helpful

Building workplace friendships can help your wellbeing and workplace culture. According to Gallop, employees with best friends at work are seven times more likely to be engaged. Here are other ways in which having meaningful relationships with co-workers can benefit your business.

Elevating professional growth

Work relationships can help employees gain diverse perspectives, fostering innovative thinking and continuous learning. These connections encourage open dialogue and the sharing of valuable industry insights, which can contribute to both professional growth and job satisfaction.

For instance, you may have a project idea that you believe to be flawless. However, discussing it with your co-workers may reveal some oversights you made. Strong relationships enhance the overall outcome of any ideas you have.

Navigating career advancement

Trusted relationships can be instrumental in career growth. Colleagues who know your work ethic and capabilities may advocate for your promotions or recommend you for new opportunities within or outside the organisation.

Ways to build relationships

Cultivating meaningful relationships requires intention and effort, but the benefits are worth it. By making meaningful connections, you can create a supportive network that enhances collaboration, promotes mutual respect, and contributes to a harmonious work environment. Here are some practical ways to build and strengthen these relationships:

1. Organise team-building activities

Events such as workshops, retreats, or social gatherings provide a relaxed environment for colleagues to bond, break down barriers, and build friendships.

2. Initiate cross-departmental meetings

Encourage interactions beyond immediate teams. This creates opportunities for collaboration and understanding among diverse teams.

3. Create mentorship programmes

Implement mentorship programmes where seasoned workers can guide less experienced colleagues. This can help not only with employee bonding but also, make it easier to onboard new employees.

4. Bridging generational gaps

Recognise that different generations may have varying approaches to workplace relationships. For example, younger employees might prefer more frequent, informal check-ins, while older generations may value scheduled, formal meetings.

Foster an environment of mutual understanding and respect for these differences. Encourage cross-generational mentoring to facilitate knowledge sharing and relationship building across age groups.

5. Navigating remote work challenges

In remote or hybrid work environments, building relationships requires extra effort. Utilise video conferencing for regular face-to-face interactions, even if they’re virtual.

Create online spaces for casual conversations, such as virtual coffee breaks or chat channels for non-work discussions. Organise occasional in-person meetups when possible to strengthen connections formed online.

6. Developing networking skills

For those who find networking challenging, especially introverts, start small. Set achievable goals, such as introducing yourself to one new colleague each week.

Practise active listening to build genuine connections. Prepare talking points before meetings or social events to feel more confident. Remember, quality relationships often matter more than quantity.

7. Digital communication etiquette

In today’s digital workplace, mastering online communication is crucial. Be mindful of tone in written messages, as nuances can be lost without vocal cues.

Use emojis judiciously to convey tone, but be aware of cultural differences in their interpretation. Respect colleagues’ time by being concise in emails and messages. When in doubt about the tone or content of digital communication, consider whether a quick video call might be more effective.

Cultural sensitivity and diversity

An employee can build trust with the business by embracing diversity and practising cultural sensitivity. This is one of the key ways in which a company can succeed.

This can be achieved by acknowledging and respecting different cultural backgrounds, customs, and perspectives, and using inclusive language and practices to ensure everyone feels valued and understood.

Challenges of maintaining a united workforce and how to solve them

It is not always easy to maintain meaningful connections with co-workers. Problems include:

Remote work dynamics: With the rise of remote work, maintaining relationships can be challenging. Utilising video conferencing platforms to keep regular contact and holding virtual meetings help even staff who work from home feel engaged and included.

Personal conflicts: The key to disputes is to tackle them head-on but with tact. Encourage your team to speak up when issues arise – it’s far better than letting things simmer. Sometimes, you might need to play mediator, and that’s okay.

The goal is to create an environment where people feel comfortable hashing things out constructively rather than sweeping problems under the rug. A frank discussion today can prevent a blow-up tomorrow.

Long-term management of relationships

Healthy relationships always require effort to make it work in the long run. Relationships can be managed through:

Regular check-ins: Schedule regular one-on-one meetings and team check-ins to discuss work updates. This continuous engagement helps maintain relationships over the long term.

Feedback loops: Create an environment where feedback is regularly exchanged. Constructive feedback helps in understanding expectations and improving relationships, while also addressing any underlying issues before they blow up into a bigger issue.

Adapt to change: As teams evolve, be adaptable in your approach to relationship management. New team members, shifting roles, or changing dynamics require adjustments in communication and interaction styles.

Impact on organisational culture

There are both tangible and intangible benefits of forming a good relationship with other colleagues, which include:

Cooperation and creativity: Strong workplace relationships contribute to a collaborative culture. When employees trust and respect each other, they are more likely to share ideas, collaborate on projects, and contribute to a creative and innovative environment.

Role of managers: Managers play a crucial role in modelling relationship-building behaviours and fostering employee engagement. By demonstrating empathy, active listening, and inclusiveness, managers set the tone for the entire team.

Balancing technology and personal interaction: While technology is a valuable tool, it's essential to balance it with face-to-face interactions. Plan occasional in-person meetings or gatherings to strengthen connections and reduce the sense of isolation that can come with remote work.

However, forming workplace relationships can come with its own set of challenges. Differences in communication styles, conflicting priorities, or even a competitive environment can make it difficult to connect with colleagues.

Navigating power dynamics and maintaining professional boundaries while fostering friendships requires a delicate balance. Without clear communication and understanding, these hurdles can hinder the development of strong, productive relationships in the workplace.

By embracing cultural sensitivity, leveraging technology, and continuously seeking improvement through feedback, you can foster deep, lasting connections that enhance both personal fulfilment and professional success for you and your business.

Ready to hire? We specialise in a variety of sectors and are ready to discuss your vacancy. Contact us and we’ll find the right consultant for your location and role.

Naren Sankar

Why should someone be led by you?

Naren Sankar — Thu, 01 Feb 2024 08:24:58 +0000

Why should someone be led by you? Naren Sankar

As we are in performance appraisal season, it is crucial for leaders to engage in introspection. This process is not just about operational and business results; it is a chance to reflect on your leadership qualities and how they influence your team and business success.

It’s always a great chance to reflect on the year just passed, consider the learnings for you and your team and then agree to a plan of action moving forward. Of course a lot of this tends to focus on operational issues, particularly targets – and is very often centred on business and results.

Related: Building your personal brand

The importance of self-assessment in leadership

During appraisals, as a leader, you really are both the appraiser and the appraised. This dual role provides a unique opportunity to evaluate your leadership impact over the past year. It is also vital to look beyond mere operational achievements and delve into the leadership skills you have honed or faced challenges with.

The key question: Your leadership value proposition

I am a big believer in all leaders really understanding themselves and what they bring to a leadership role. So, you need to ask yourself - What are the three reasons why someone should be led by you?

Identifying these reasons can be challenging, yet it is a powerful exercise in self-awareness and leadership development. These reasons should resonate with authenticity and passion, reflecting the core strengths that make you a unique leader.

Practical steps to identify your strengths

1. Reflect on past feedback from teams and peers.

2. Assess areas where your guidance has significantly impacted your team's success.

3. Consider what makes your leadership approach unique and effective.

Incorporating leadership traits into your role

Every leader has a set of inherent traits that define their leadership style. Whether it is effective communication, empathy, or strategic thinking, identify and cultivate these traits. This self-awareness not only enhances your leadership but also makes you a more appealing leader to current and potential team members.

Once you have identified your three key reasons, develop an action plan to further strengthen these qualities. This might involve targeted training, seeking mentorship, or setting specific leadership goals for the coming year.

Finally, you must really live up to these three reasons every single day. It is not enough to identify your strengths; you must embody them in all your actions. This commitment to your leadership qualities also fosters a diverse and dynamic team environment, where each member feels valued and motivated.

My 3 key reasons

To give you a starting point, here are my three key reasons:

1. I have a proven track record in growing businesses and can mentor you to do the same.

2. Your personal development is my passion, and I'm committed to helping you improve your business skills and as an individual.

3. My approach is anchored in honesty and fairness. You may not always like it, but it will always be honest and fair.

I encourage you to undertake this exercise and share your insights. Reflecting on why someone should work for you not only benefits your team but also contributes to your evolution as a leader. I look forward to hearing about your journey and the impactful reasons that define your leadership.

Fast-track your success with the right team. At Michael Page, we recruit on behalf of the world's leading companies. Discover how we can match you with top candidates to enhance your team's performance.

Andy Bentote

How to lay off employees with grace

Naren Sankar — Wed, 17 Jan 2024 09:08:20 +0000

How to lay off employees with grace Naren Sankar

There is nothing easy about the process of laying off employees, and it can be emotionally draining for everyone involved. When faced with this situation, a company’s leadership must approach it with compassion, empathy, and grace.

The reason for the layoff must be communicated openly, clearly and honestly. Employees affected by the termination should be given severance packages and even offered job search assistance. It is also crucial to support the remaining employees who may be affected emotionally by the layoffs.

For older workers, companies may offer early retirement packages as a proactive measure to manage labour costs, but these programs should be designed in a way that is fair and equitable to all employees.

Laying off employees is a difficult decision for any company. Here are some ways to make the layoff process less painful and assist employees transition into their next career path.

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5 factors to consider when laying off employees

1. Be honest about why you want to lay off employees

Tell the employee why they are being laid off, even if it is due to poor business performance, workforce reduction, a change in corporate direction or cost-cutting measures. You are not doing the employee or yourself any favours by concealing the reason.

During a retrenchment exercise, employers must be honest when informing employees why they were laid off. This helps build trust with employees and prevent misunderstandings or rumours from circulating.

Being truthful and transparent also shows respect for the affected employees and can help them better understand the situation and move forward with their career plans. Additionally, honesty can demonstrate the employer’s commitment to ethical behaviour and corporate responsibility, which can aid in preserving the company’s image in the long run.

2. Be compassionate when employees leave, even if they had a short time working for you

Compassion is an important value for companies to uphold, even when employees leave after a short tenure.

When employers show compassion to employees leaving, even those who have only been with the organisations for a short time, it demonstrates that the company values its employees and respects them as individuals. This needs to be handled with extra care if you are working in a virtual office and communicating with your employees remotely.

When companies handle employee departures with compassion, it can also help minimise negative emotions such as anger or resentment, which could damage the company’s reputation or even lead to legal issues.

3. Consider redeployment for impacted employees

To mitigate the impact of job loss, senior management teams should look for alternative placements within the company to deploy employees affected by the layoff. Employees can have the option of moving to another department or opting for voluntary retirement.

This shows that the company cares about its employees and is committed to finding a solution that benefits everyone. This approach can also help the company retain valuable employees and reduce the costs associated with finding and training new hires, and manage the morale of the current workforce.

On top of that, offering the option to move to another department or voluntary retirement gives the affected employees some control over their situation, which can help them feel more empowered during this challenging period.

It is important to acknowledge that employees who are redeployed to different roles may experience anxiety and uncertainty. As such, the company should prioritise clear communication and ensure that they understand the reasons for the redeployment and what the new role entails. Companies may also provide a retention bonus for those who choose to stay.

Companies can provide additional support to employees during this period, such as training and coaching, to help them adjust to the new position to demonstrate their commitment to treating employees fairly and with respect, which can help to maintain morale and productivity during a difficult transitional period.

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4. Provide support and care for termination processing

Allow your employees time to process the termination, collect their belongings, and say their goodbyes before departing your company. Employees should be informed of their permanent termination about a month before their last day.

Accept that they might need at least a day to come to grips with their termination and allow them to work remotely to let them grieve over their loss. A company owner may also consider reducing the work the terminated staff is to finish.

If laid-off employees are required to work for a few more days or weeks, companies can consider offering them remote work arrangements that would give them the personal space to grieve over the job loss.

There may be times when you may be unable to offer your staff the option of staying on for more than a day. When that happens, you need to think about how you can support laid-off personnel.

5. Offer financial and emotional support, and outplacement assistance

As part of the layoff announcement, employers could offer financial counselling in private rooms for retrenched employees, and arrange for a private space where they can speak with a counsellor or coach.

When a company offers outplacement services for retrenched employees, it means that they provide support to help those employees transition to new jobs or careers.

What are outplacement services?

Outplacement is an employer-sponsored benefit that is typically included as part of a severance package for employees who are laid off or terminated.

These services are designed to help workers improve their skills and become more marketable to potential employers. Services may include resume writing, cover letter writing, navigating job boards, networking, and negotiating job offers, which can be conducted by the human resources team.

By offering outplacement assistance, companies show their commitment to supporting their employees, and help to ensure a smoother transition for the impacted workers.

Communicating openly and honestly with terminated employees and the current staff is essential to avoid misunderstandings. Being transparent about the reasons for the layoffs, the process and timeline, and any support available can help minimise the impact on employees and maintain the company’s credibility.

Reducing guilt for remaining employees

While the focus is on the employee leaving, little attention is given to the employees who were “spared” termination. Company managers should talk to the whole workforce collectively about any retrenchment exercise, and not just to the affected staff.

These employees may feel relieved to have a job still but simultaneously guilt-ridden about the suffering of the former colleague who was let go, creating involuntary separations. Questions like “How am I going to face my friend who was let go while I am still employed?” may pop up in the person’s head.

This “survivor guilt” can affect the quality of work the remaining staff turns in, affecting the company’s operations. It may also affect the company’s public image.

Managers should also clearly explain to staff the other options considered before the decision was made to lay off the employee. The reason may be situational factors like economic downturns causing massive layoffs and various business reasons such as eliminating redundant positions due to new company direction.

Sharing details of how the affected employee is being supported to look for a new job by your company (such as providing outplacement services) can help ease the guilt of the current employees too.

Staff reductions can be challenging, so protect your employees’ well-being and avoid layoffs too soon after you have just laid off one group of employees.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Michael Page

career path

Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape

Naren Sankar — Fri, 30 Jun 2023 08:18:41 +0000

Navigating hybrid work: Redefining traditional work patterns for success in the changing talent landscape Naren Sankar

In this era of unprecedented change, traditional work patterns are being redefined. Hybrid work models have emerged as one of the most important factors that motivate talent when it comes to choosing the workplace of their choice.

Some 76% of people in the Asia-Pacific region said hybrid working is the most important aspect of flexibility, of which 72% of people surveyed in Vietnam felt the same way, according to our Talent Trends 2023 ‘The Invisible Revolution’ Report..

The shift toward hybrid work environments marks a shift in how people perceive their professional lives. Workplaces are transitioning from solely focusing on physical presence to prioritising individual well-being and human connections.

A shift in work dynamics

The global pandemic has acted as a catalyst for adopting hybrid working. While some employees still desire to work from the office, forward-thinking business leaders are implementing substantial changes to support hybrid work arrangements while preserving their company culture.

Hybrid working models enable individuals to work from home for a portion of the week while reserving the option to return to the office when necessary. This arrangement became an integral part of the lives of millions of people.

While some individuals still prefer to work in the office, many employees are now embracing the concept of hybrid working. This work model accommodates in-person and remote work, allowing for greater flexibility and a more balanced approach to work-life integration.

Benefits of hybrid working for employees

Hybrid working offers numerous advantages for both employers and employees. Unlike the traditional on-site work model, hybrid work allows employees to manage their working hours more flexibly and work remotely.

Here are some benefits that employees experience from hybrid work:

1. Improved work-life balance: Employees with hybrid work schedules and locations have greater flexibility, making it easier to balance personal and professional commitments.

2. Efficiency and autonomy are improved: Employees in hybrid work arrangements report more efficient time use. They can structure their workdays according to their productivity patterns.

3. Burnout mitigation: Hybrid work allows employees to take breaks when needed and manage their energy levels more effectively.

4. Higher productivity: A hybrid work environment means employees can focus on individual tasks without distractions while collaborating and building relationships at the same time.

5. Reduced commuting and travel expenses: Hybrid work reduces daily commuting, resulting in significant savings on transportation costs, including fuel, parking fees, and public transportation.

Click here to check out work-from-home or hybrid roles on our job portal.

Unlocking cost savings for employers: Redefining office space

Implementing a hybrid work model can yield substantial cost savings for organisations. With less dependency on extensive office spaces, businesses can significantly reduce their real estate investments.

Besides moving to smaller office spaces, some organisations have redesigned their office space with lesser tables and created more collaborative spaces where employees can come together for various discussions.

This shift in office space requirements enables companies to redirect funds toward cutting-edge technologies that support flexible working hours.

On the other hand, employees save on commuting costs and have more time to work and rest.

Embracing the hybrid work model for strategic advantage

As the business landscape evolves, companies are embracing the hybrid work model as a strategic advantage over their competitors by leveraging the following factors to reach a wider group of candidates:

Overcoming geographical limitations: Providing hybrid work options allows organisations to attract applicants from faraway states or rural areas, expanding the talent pool beyond the immediate vicinity of their physical location.

Increased diversity and inclusion: Incorporating hybrid work arrangements creates opportunities for individuals facing barriers to traditional office-based employment, resulting in a more diverse and inclusive workforce.

Enhanced candidate attraction: Work-life balance and flexibility are critical for candidates. Hybrid work arrangements allow candidates to achieve this balance, making the organisation more appealing to them.

Improved retention and productivity: Flexible work schedules are significant productivity drivers on-site and off-site. Workers with flexible schedules report higher productivity and focus. Organisations can positively impact retention rates and productivity by offering hybrid work arrangements.

Strategic advantage in hiring: Competition for top talent is fierce, so organisations that offer flexibility and autonomy are more likely to attract and retain them. Companies can be more competitive in the talent market by adopting hybrid work arrangements.

Empowering employees and enhancing work-life balance

Hybrid work is more than just a change in the physical location of work. It represents a shift toward secure, intuitive, and immersive work experiences that transcend boundaries.

Automation and AI tools and technologies facilitate more productive work experiences for remote teams, empowering them to interact seamlessly from anywhere in the world.

To fully realise the potential of the hybrid work model, organisations must ensure secure and seamless access to apps and tools, fostering a culture that embraces this new way of working.

Maintaining and improving employee engagement

Employee engagement is paramount for any company’s success, and the hybrid working model presents an opportunity to sustain productivity and well-being.

There are several strategies you can implement to boost employee engagement when you have both on-site and hybrid-working employees. Here are some steps you can take:

Provide specialised support to managers: Managers play a crucial role in fostering employee engagement, so it’s essential to support them with technical onboarding and training. This support will enable them to effectively navigate the challenges of managing a hybrid team while addressing their team’s social and emotional needs too.

Foster emotional connection and team bonding: When proximity is lost in the office, finding ways to foster team bonds and emotional connection is essential. Build trust and support within a team by encouraging shared commitments and mutual expectations.

Facilitate frequent check-ins: In a hybrid setup, managers should create spaces for team members to share and connect. Encourage staff members to provide life updates, share experiences, and share their thoughts and concerns through regular check-ins during staff meetings.

Encourage in-person interactions: Provide virtual engagement and collaboration with technology tools. Use video conferencing platforms for meetings, presentations, and team discussions. Enhance virtual collaboration by using chat platforms, collaborative document editing, and project management tools.

Leverage technology for virtual engagement: Using video conferencing tools for meetings, presentations, and team discussions. Using chat platforms, collaborative document editing, and project management tools to enhance virtual collaboration.

Recognise and appreciate achievements: Recognising and appreciating both on-site and hybrid-working employees is crucial to engagement. In order to reinforce a positive work culture, recognise individuals in public through virtual shoutouts, newsletters, or company announcements.

Potential challenges of implementing hybrid working arrangements

Implementing hybrid work in an organisation also brings various challenges that need to be addressed for a smooth transition and effective operation. Here are some potential challenges of implementing hybrid work:

Communication: When working in a hybrid environment, clear communication can be challenging, leading to misunderstandings, reduced collaboration, and diminished productivity. Communication channels need to be established, and team members should be encouraged to communicate.

Coordination: In a hybrid team, coordinating tasks and projects can be challenging. It is important for companies to use project management tools, establish transparent workflows, and define roles and responsibilities to improve coordination and productivity.

Connection: Building and maintaining a sense of connection and belonging among hybrid teams can be complex. Remote employees may feel isolated or disconnected from the company culture and their colleagues. Organisations should prioritise team-building activities, promote virtual social interactions, and create opportunities for informal conversations to foster connection and maintain team cohesion.

Creativity: Creative brainstorming and spontaneous interactions that often lead to new ideas may be challenging in a hybrid workplace. To foster creativity within hybrid teams, organisations must explore virtual collaboration tools, set aside time for creative activities, and share knowledge.

Culture: Maintaining a consistent organisational culture in a hybrid work environment can be challenging. When team members work remotely or have varying schedules, it can be tough to establish and reinforce the desired culture and values. Companies should define and communicate their culture clearly, encourage inclusive practices, and ensure that the company’s values are consistently communicated across all work settings.

Organisations should use a checklist to assess their progress in addressing the above five points. This will help leaders identify areas that require improvement and guide them in implementing strategies tailored to their organisation’s needs.

It is important to note that the challenges of implementing hybrid work may vary depending on the specific context, industry, and organisational culture. Therefore, organisations should proactively identify and address their unique challenges to successfully transition to a hybrid work model.

Integrating the hybrid work model

As we embrace the future of work, it becomes evident that the hybrid work model reshapes traditional notions of employment. Companies must embrace this evolution, integrating it into their culture and leveraging its advantages.

The office is no longer the sole hub of productivity; it is now a dynamic space that harmonises the unique contributions of on-site and remote workers. By harnessing the power of hybrid work, organisations can unlock the full potential of their on-site and remote workforce to act, driving innovation and success in the future.

Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency.

Michael Page

leadership style

How to resolve workplace conflicts: A guide for managers

Anonymous — Thu, 02 Jun 2022 19:00:00 +0000

How to resolve workplace conflicts: A guide for managers Anonymous (not verified)

Leadership and conflict often go together and some form of conflict in the workplace is unavoidable. Now, the good news: you can address and resolve workplace conflict in a healthy and productive way.

The way you deal with disagreements at the workplace as a leader will help you to earn the respect of your team and peers at work, and help boost employee morale in the work environment and create a positive company culture.

Workplace conflict comes down to a lack of clear communication

First-time managers need to be aware that every word you say, or do not say, as well as your body language, will represent who you are as an individual and manager, and how subordinates view you.

Managers need to understand that employees come from different backgrounds, and therefore, can have differing opinions and different working styles. While this diversity can lead to disputes and disagreements, it can bring more perspective and ideas to the organisation. Workplace conflict can lead to poor performance, a drop in productivity and job dissatisfaction for affected parties.

There are a few ways conflict can arise in the workplace: between team members, across different teams, and between yourself and an employee.

Other factors that will lead to conflict in the workplace include unclear responsibilities, unreasonable time constraints and lack of resources. Generally, it all comes down to poor communication.

The rules of engagement for any manager are simple: Recognise conflict, listen carefully, understand the nature of the conflict and identify the root cause, manage employee conflict and bring a swift resolution to the conflict.

Feigning ignorance toward the situation or being biased toward one party normally escalates the problem and causes further issues to manifest, and in extreme cases, results in potential legal issues. As a manager, you need to understand how to minimise conflict, and how to deal with any tensions should they emerge.

Establish lines of feedback

The foundation of a good team is effective communication. Your team wants to hear from you and wants to be heard. Feedback not only helps your team grow but helps you absorb different viewpoints and develop in your role.

According to a workplace report by Gallup, only 23% of employees strongly agree that their manager provides them with meaningful feedback.

One early key is clarity and consistency. Make sure you are as direct and specific as possible. Every person on your team has their own context, so they may interpret what you are saying differently which leads to communication breakdown and conflicts arising.

As a manager, you need to work on creating a shared objective or vision that is supported by facts, and then convey this vision in a way where every single person on your team understands it and takes ownership for their part. This can be more challenging than it sounds, so patience is key.

Communication iis also a two-way street. You need to be open and available and authentic to create a sense of psychological safety for your team so that everyone can feel comfortable seeking advice when they are facing a problem.

One way to do that is to find common ground. Share your personal encounters with workplace conflict in your previous experiences. You want to show your team that you are also a human being, and that you can be worried and vulnerable, just like them.

Before a conflict arises, managers need to get ahead of workplace conflict. Set ground rules, create a safe space for people to give feedback and share opinions without censure or ridicule. Equally, creating a culture of problem-solving and resilience will discourage excessive drama.

Developing a listening relationship requires being interested to understand where your team members are at. One way to ensure everyone gets heard that you is to hold regular one-on-one sessions to get to know your team better as human beings.

These should not only help you keep an honest watch on priorities and metrics – but they can also help you address questions before they become misunderstandings. When you share information, be prepared to receive feedback, including some that are not so positive.

Accountability and conflict

Communication without a call to action becomes tedious. Instead, record promises made by your team – and include yourself on that list.

These tangible to-dos will help keep everyone accountable, and ensure that you too are on the hook. Ideally, it also reduces empty promises. Ensure you give adequate freedom to do the work, rather than micro-managing every step of the way.

Equally, avoid brushing over too many cases of work left undone according to the plan. This gives your team a greater sense of ownership and responsibility and draws a line in the sand that your team commits to not crossing.

And when that line gets crossed? Conflict happens at work daily, and dealing with it can be a manager's hardest task. However, when handled effectively, you'll avoid disrupting the momentum for the team, and you as a manager.

How you handle and resolve conflict will be a true test of your leadership, address the conflict head-on before it becomes disruptive to business and culture.

This can be challenging and tricky for first-time managers but there are some ways to prevent that from happening. Ideally, consult your peers and fellow managers, and follow the team protocol. In cases where conflict occurs and is isolated, a small chat may suffice.

Then, in more extreme cases, you will need to act. Do so in an isolated space, ideally together with a fellow manager. Once done, speak with the team, and ensure that things move on quickly. Most importantly, no matter how heated things get, your feedback should never get personal.

Talk it out

A good manager sees signs of conflict before it gets serious: Take the person aside, listen actively, and then give specific feedback, explain both sides and come to a resolution.

Many managers avoid conflict and tension by insisting on harmony. This can just dampen down existing issues and leaves people feeling marginalised.

Usually, if people are given the chance to cool down and think about their actions, the situation will be minimised. So, ideally, be direct but calm when you address issues.

Switch on your active listening cap, confront issues in an empathetic way, brainstorm solutions and give your team member the chance to stitch it up themselves in a professional way.

Having a talk is a big part of getting involved, helping your team members grow, and understanding their limitations and boundaries. Let your team know when they cross the line – but that you support them.

Through careful observation, identifying behaviours that are triggers, and even role-playing better responses, your employees will develop better self-awareness, and respect you for taking the time. Consistent coaching will help to establish standards that prevent further conflicts from arising.

Conflict is inevitable. Waiting for it to resolve by itself or avoiding conflict is not an effective methodology for solving the problem at hand. Recognising that conflict rarely solves itself and that it needs to be addressed head-on is one of the key lessons that new managers need to learn in order to become more successful in their role.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more about the value Michael Page brings to your organisation.

Michael Page

conflict resolution

The importance of good communication in the workplace

yakitaseth — Thu, 25 Feb 2021 06:13:14 +0000

The importance of good communication in the workplace yakitaseth

Good communication is an essential tool in achieving productivity and maintaining strong working relationships at all levels of an organisation – and this has been particularly important since the Covid-19 outbreak forced many people to work remotely.

Employers who invest time and energy into delivering clear lines of communication will rapidly build trust among employees, leading to increases in productivity, output and morale in general.

Meanwhile, employees who communicate effectively with colleagues, managers and customers are always valuable assets to an organisation and it is a skill which can often set people apart from their competition when applying for jobs.

Poor communication in the workplace will inevitably lead to unmotivated staff that may begin to question their own confidence in their abilities and inevitably in the organisation.

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5 reasons why communication is important for your business

The importance of strong communication runs deep within a business. Here are five key reasons you should be paying attention:

Team building – Building effective teams is really all about how those team members communicate and collaborate together. By implementing effective strategies, such as those listed below, to boost communication you will go a long way toward building effective teams. This, in turn, will improve morale and employee satisfaction.

Gives everyone a voice – As mentioned above, employee satisfaction can rely a lot on their having a voice and being listened to, whether it be in regards to an idea they have had or about a complaint they need to make. Well-established lines of communication should afford everyone, no matter their level, the ability to freely communicate with their peers, colleagues and superiors.

Innovation – Where employees are enabled to openly communicate ideas without fear of ridicule or retribution they are far more likely to bring their idea to the table. Innovation relies heavily on this and an organisation that encourages communication is far more likely to be an innovative one.

Growth – Communication can be viewed both internally and externally. By being joined up internally and having strong lines of communication you are ensuring that the message you are delivering externally is consistent. Any growth project relies on strong communication and on all stakeholders, whether internal or external, being on the same wavelength.

Strong management – When managers are strong communicators, they are better able to manage their teams. The delegation of tasks, conflict management, motivation and relationship building (all key responsibilities of any manager) are all much easier when you are a strong communicator. Strong communication is not just the ability to speak to people but to empower them to speak to each other – facilitating strong communication channels is key.

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How can you improve how your organisation communicates?

With 40 years of recruitment experience, we understand the value of good communication. Below, we’ve outlined some of the key areas where organisations can improve and enhance communication between their teams.

Define goals and expectations – Managers need to deliver clear, achievable goals to both teams and individuals, outlining exactly what is required on any given project, and ensuring that all staff are aware of the objectives of the project, the department and the organisation as a whole.
Clearly deliver your message – Ensure your message is clear and accessible to your intended audience. To do this it is essential that you speak plainly and politely – getting your message across clearly without causing confusion or offence.
Choose your medium carefully – Once you’ve created your message you need to ensure it’s delivered in the best possible format. While face-to-face communication is by far the best way to build trust with employees, it is not always an option. Take time to decide whether information delivered in a printed copy would work better than an email or if a general memo will suffice.
Keep everyone involved – Ensure that lines of communication are kept open at all times. Actively seek and encourage progress reports and project updates. This is particularly important when dealing with remote staff.
Listen and show empathy – Communication is a two-way process and no company or individual will survive long if it doesn’t listen and encourage dialogue with the other party. Listening shows respect and allows you to learn about any outstanding issues you may need to address as an employer.

For more insights on hiring and managing teams, please visit our management advice section.

Alternatively, if you are looking for a new opportunity and would like to learn more about the positions we have available, browse our jobs page.

Michael Page

building relationships

Top executive trends in Vietnam for 2020: putting mental health centre stage

Anonymous — Mon, 15 Jun 2020 06:44:33 +0000

Top executive trends in Vietnam for 2020: putting mental health centre stage Anonymous (not verified)

This is part three of eight articles on the upcoming trends that executives in Vietnam need to watch out for. In this story, we explore the value of nurturing workplace mental health and how it pertains to attracting and retaining talent — especially in these trying times.

At a time when societies and governments are thinking about how to harness the rise of technology such as artificial intelligence (AI) while dealing with the threat of job automation, it is vital for businesses to become ever more human in terms of their understanding and empathy.

The importance of nurturing workplace mental health has increased in view of COVID-19, as has the scrutiny on business leaders when it comes to having robust support systems and clear policies.

But how well equipped are organisations to offer this support? Are senior leaders themselves doing enough to look after their own mental health?

Workplace support networks

According to the UK-based Mental Health Foundation, 86% of employees believe their job and the act of being at work are important for their mental health. This highlights the need for a supportive company culture that helps make any problems visible and better understood. And that should come from the top down. Although C-suite executives should lead by example, it is important to remember mental illness does not discriminate by level of seniority.

People with responsibility and the pressure to set an example have an even higher risk of suffering from mental illness. Business in the Community’s Mental Health at Work report says, “authority may be linked with depression and CEOs may be at twice the risk of the general public.”

Managing mental health in the workplace

Executives and employees suffer the effects of mental illness, so why are people not talking about it? UK charity Mind’s 2018 study revealed that 50% of employees who experienced poor mental health spoke to their employer about it. But PageGroup research shows that, of employees who reached out, one in five felt misunderstood and no better off after talking to their manager about their mental health.

While half of mental illness sufferers talk to their managers about their problems, those who do are often reaching out to someone without the experience to help them. This highlights the need for education on mental health and training for managers to help recognise and respond to employees’ mental health concerns.

Companies like RBS and Unilever offer training to help managers identify signs of mental health distress so they can connect employees with treatment programmes. Many companies have incorporated telemedicine technology for employees, which allows people to access healthcare remotely though live video. This means employees can speak to specialists when necessary, including psychologists.

Fighting stigma

There is a reluctance to talk about mental health in the workplace, which has contributed to an increased presenteeism (employees working when sick, injured, fatigued, or below normal productivity). In Japan, the costs of presenteeism due to mental health issues reaches US$14 billion per year, and affects almost 22% of the working population. In the United States, the only advanced economy that doesn’t guarantee paid vacation time, this cost represents US$225.8 billion annually.

PageGroup research found that people think talking about mental health will hamper their career (36%), leave them ostracised (20%) and reflect badly on their ability to do their job properly (34%). Many felt their colleagues would judge them for talking about their condition (52%).

“HR directors should own the wellbeing strategy of an organisation. They are responsible for the strategy, but the responsibility to push the agenda and support the programme sits with all senior leaders,” Jessica Whitehead, Partner and Head of HR Practice, Page Executive, explains. “A key aspect is strong communication channels, to ensure conversations are being had about mental health.”

Some companies are battling the stigma behind mental illness. Barclay’s launched This is Me, where employees shared elements of their personal life, touching upon mental health issues like depression, personality disorders and anxiety. The campaign was so successful in educating people that other companies launched their own versions, reaching people from the UK, US and South Africa.

Top-level professionals often work excessive hours and have limited days off, meaning they have less time to access support to manage their own mental wellbeing. Andrew Berrie, Time to Change Employer Programme Manager at Mind, explains that CEOs need to be more open about their own problems, as this will cascade down.

“One of the biggest challenges for CEOs is to accept the advice that is now being shared with employees as part of corporate wellbeing strategies – don’t suffer alone, learn to manage your stress, understand that depression is common and treatable, maintain a balanced life and do things to boost your wellbeing,” Berrie explains.

Arianna Huffington, Huffington Post founder and CEO of THRIVE Global, is a public advocate for the management of mental health. Influenced by her own experiences, she believes in the power of mental health for a more “productive, inspired, and joyful life.” Her company, Thrive Global, offers a platform for open discussion of corporate and consumer wellbeing.

A supportive company culture

To drive the change surrounding mental health in the workplace, businesses should build cultures of trust, acceptance and openness, as this makes a positive difference and empowers people to develop in their roles.

“Company culture is vital in supporting employees overcoming stressful times. Personal circumstances often impact performance at work, particularly when faced with a difficult situation or tough period,” Simon Nolan, Senior Partner and Head of Consumer Practice, Page Executive highlights.

“Over the last 10 years, we have seen a shift towards companies providing flexible working environments,” Nolan says. “Talented professionals seek companies that provide flexible, family-friendly working practices.”

Diverse, inclusive and inspiring leaders

Leadership needs to start the conversation shift, encouraging open communication between employees and management. The economic benefits of an open approach to mental health in the workplace are plain to see: a WHO study into mental health treatment and productivity found that every US $1 invested in care programmes resulted in a US $4 improvement in health and productivity.

As Sarah Kirk, Global Diversity and Inclusion Director at PageGroup, explains: “Businesses simply have to remember the vital role that senior leadership plays in driving inclusive cultures and de-stigmatising mental health problems. Employees can benefit from directly hearing senior executives talk about their career journeys and vision for an inclusive workplace.”

Creating a culture of openness and trust is crucial, and using your leadership team to do so is powerful. By being more educated, supportive and open, businesses can transform the issue of mental illness into a platform with life-changing impact and long-term payoff.

From now on businesses that succeed in a world fuelled and disrupted by technology will be those that learn to make the most of human intelligence. That begins with keeping the mind of every employee healthy.

Businesses that create supportive people-centred cultures reduce the effects of mental health illness, improving enterprise performance.

Employees avoid talking about mental health issues for fear of negatively impacting their career and being judged by colleagues.
Seniority may be linked to depression. Executives are at twice the risk of suffering from mental health issues.
Company culture needs to express trust, acceptance and openness.
Economic benefits behind an open approach to mental health include ROI reaching 400% in some cases.
Established company policies and training.

Michael Page

team management

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