Podcast Talent Talk Radio May 2017



Aisling Teillard and Bianca McCann – 05/09/2017

May 17, 2017

Aisling Teillard, the CEO of Tandem Solutions joined Chris was Ireland and talked about the need to coach both employees and managers, and the need for HR to have a strategic presence that makes a difference in the organization.  Bianca McCann, the VP of HR, Cloud HCM Expert Network for SAP shared the importance of HR professionals connecting peer to peer and the importance of employee enablemen



Employee Wellness Programs

**This blog was originally published in HR TechOutlook Magazine, March 2017**

The hard truth is that the typical worker is overwhelmed and rounding closely on the edge of burnout. We also known that productivity, the average output of work per hour by an employee, is stalling. To top this off just 13 percent of employees worldwide report that they are engaged, while 24 percent report being actively disengaged, and “employee engagement has barely budged in well over a decade” according to Gallup.

What is going on? What can be done? Perhaps the answer is found within.

Wellness and employee care must become a top of mind issue. A focus on personal wellness is not just a feel good HR issue, this is a business issue. This may well even be a crisis. But, instilling a culture of health and employee caring is no easy task. Rethinking the way we measure value and align wellness to organizational culture and business priorities is critical.

Wellness programs have often been an after-thought. They have not been viewed as strategic imperatives and historically have been plagued with issues of under-utilization and limited return. At times they have even had the unintentional effect of creating mistrust within organizations, especially those tackling issues like weight loss and kicking smoking habits. The fact is that times are changing and so are the ways in which organizations can, do and should commit to employees wellness in terms of employee care. We will see a sharp focus return here, and Bersins 2017 prediction report places the topic of human performance and wellness at number 5 in their list of the top 11 predictions we will see affecting HR and talent in 2017.

Wellness has ebbed and flowed as a key topic in HR for years and value was often sold by showing hard dollar returns on lower healthcare costs. Certainly this goal remains critical but there are more pieces to the puzzle to help measure the success of a well-executed and thoughtful wellness program. From the impact on engagement, employer brand and loyalty, harmony and happiness, productive and potential, there are so many value levers. As HR professionals we know that the pathway to success in adoption and utilization of these programs can be found in integrating wellness into our overall people strategies, and more critically to tie the ‘intangible and squishy’, solidly to business results.

Employee wellness should take into account the entire employee experience not just the physical and mental but also the social, financial and community factors. This is how we demonstrate employee care.

An effective work-life balance is the best prevention that employers can offer its employees in terms of health and wellness. A demanding job and a fulfilling private life are by no means a contradiction in terms. Companies who get this right put an emphasis on helping employees find a balance, so pressure, speed, or exhausting routines do not begin to endanger our health. With the right life management, employees can strengthen not only their resources, but also defend themselves against the stress that creeps into our lives. The key to success is integrating multiple approaches for employees to balance work with their personal lives. Companies who lead in this effort ensure that a clear philosophy is applied through flexible working, time off, generous health and wellness programs, employee on-site and other services, and sustainable work environments.

We are seeing a clear shift over time to a much more comprehensive list of options and experiences that can meet the employee across all the factors of wellness. Here are just a few ways companies can meet the growing demand for high quality and relevant wellness interventions, it is often about innovating on existing concepts.

Flexible working hours gives employees the benefit of flexible working hours, which means arranging their working time around personal circumstances. Well-implemented flexible work guidelines can lead to increased employee commitment, engagement, productivity, and therefore profitability. Within my organization we ensure our employees can achieve a work-life integration that enables them to perform at their best. We have also seen benefits to flex working show up in our ability to attract and retain talent, support the success of global teams, and strengthen employee and manager trust.

Social Good Opportunities give employees the opportunity to find meaning and balance by doing work they love and for a much greater good. One example at SAP, there is “social sabbatical” a unique, four-week assignment for key talents who work in highly diverse, international teams to solve business challenges for the entrepreneurial sector in emerging markets, while strengthening their leadership competencies, cross industry sector know-how and intercultural sensitivity.

Maternity and paternity benefits that go above and beyond the standard to take care of employees who are raising a family. Many employers are supporting employees with a paid leave benefit, but additional employee care can be found in expanding benefits to provide unique and needed support in the areas of adoption assistance, return to work transition programs, and support for fertility treatments to name a few.

Employee Focused Health and Wellness Programs to meet the challenges of today’s employee. Beyond group health, dental benefits plans, and vision care benefits, employers can up level and add more specific options. For example, we know that unfortunately many of us will be affected by cancer at some point in our lives. At SAP employees who have been diagnosed with a solid tumor cancer can access a special oncology program that provides access to innovative testing and information that translates the language of genes into actionable data. This information is helping physicians make better, safer cancer treatment decisions. Another example can be found in companies, like SAP, who are now offering transgender benefits that cover gender reassignment surgery. These benefits also include employee access to medically necessary, gender-confirming health care. SAP provides services such as behavioral health and counseling, non-surgical gender affirmation treatment, and surgical gender conforming treatment.

Financial wellness is continuing to get tractions, we know that financial stress can have a negative effect on peoples’ attitudes and health. Instituting events that can increase education and awards such as a Financial Wellness Weeks where organizations can promote sound financial well-being, highlight the available tools, services and educational resources to nourish financial wellness can be quick wins to create a more compelling and holistic approach to employee care and wellbeing. Other examples here include a growing number of organizations offer support for student loan repayment, this is especially popular as a benefit for recruiting talent.

Mindfulness programs to help employees stay focused on the essentials even when they’re stressed. By supporting employees in their emotional intelligence organizations are building healthy mental habits for sustained high performance and wellbeing. Companies are using scientific evidence and mindfulness training from programs like Search Inside Yourself that build the core emotional intelligence skills needed for effective leadership. At SAP our program focuses on five key areas of emotional intelligence: self-awareness, self-regulation, motivation, empathy, and leadership skills

Personal Development is a rising focus area, supporting employees in the development of their skills will improve performance and support sense of purpose. Many organizations have tuition reimbursement programs today, but may not be seeing this as an opportunity for wellness. By creating tuition programs that are more broad and flexible than traditional approaches we can help employees with the financial burden of continuing professional development when education needs go beyond the formal and informal learning and development courses. Supporting employees in their personal development goals inside and outside the walls of the office.

The opportunity to harness employee wellness as a competitive advantage is within reach. There are so many options today that can go into a compelling wellness program, and it’s important to remember:

  • think quality not quantity to deliver with excellent, the things that matter to the employee so you can secure adoption and gain credibility
  • think broadly , outside of the box thinking about the multiple factors of wellness will provide a strong base to embed wellness throughout the organization and across HR priorities
  • think innovatively, focus on bringing offerings that matter to today’s workforce, and use technology to help them see the impact of their participation, while also supporting your business case for wellness.



Bianca E. McCann, MHRIR

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>wellness photo


The Future of the Agile Workforce

**This was originally published in the UK Guardian and Digitalist Magazine Dec 2016**

What if I told you that your employees don’t think you’re very smart?

The Future Workforce Study 2016, conducted by Dell and Intel, which surveyed 4,000 full-time employees across 10 countries, found that 44 percent of employees worldwide feel that their workspace isn’t smart enough, and 40% of millennials surveyed are willing to quit a job that doesn’t meet their technology expectations.

In our digital dog-eat-dog world, employees tethered to laptops and landlines are a bit concerning, and frankly, the heat is on as almost 60 percent of employees worldwide expect to work in a smart office within the next five years.

Smart devices like the iPhone have changed everything about how we exchange, consume, decide, and engage. We are used to intuitive and simple technology that can push relevant information directly to us. Our devices can provide us with health analytics and even recommend a pair of jeans we might like from our favorite brand. We live in a world where smart watches, sensor-driven washing machines, intelligent thermostats, and soon maybe even self-driving big rigs full of beer are commonplace. We have Alexa in our kitchen to help us perfectly time our pot roasts and order up new oven mitts. For less than 20 bucks, we can buy Google Cardboard and be transported from our living room couch to flying a helicopter in less than 5 seconds.

According to the Future Workforce Study, employees today are more interested in high-tech perks such as artificial intelligence and virtual reality than ho-hum low-tech perks like free lunches and foosball tables. Handing out smartphones and promoting work-from-home Wednesdays simply won’t cut it anymore.

This connected world seamlessly and effortlessly improves our lives each day and has led to an expectation of a smarter workplace. It’s no wonder that employees are demanding cutting-edge, integrated, simple technology and workplace solutions that can keep them connected and productive wherever they are. And it pays to be a digital leader, as we learned in the recent Leaders 2020 research conducted by Oxford Economics and supported by SAP.

With cloud computing, collaborative technologies, and mobile at our fingertips, we are all tech-resilient and can adopt and respond to technology changes quickly. Enterprises competing in a smart world have the stability required for agility to thrive, but they must work to shed the cumbersome wrapper of legacy technologies and outdated mindsets. Emerging organizations competing in a smart world have the agile attitudes needed to innovate and deliver quickly, but they must focus on providing a stable, adaptable platform of engagement. All organizations must be prepared to embrace the breakneck development speeds of today’s cloud offerings, seize powerful integration opportunities, and get excited about providing immersive omnipresent experiences.

Smart, agile workplaces have an unwavering focus on providing constant unification between people, information, and processes. Today’s success depends on connectedness and collaboration—that’s not news. An IBM study from more than five years ago alerted us to the fact that industry outperformers have extensive smart workplace practices in place. But what have we been doing with this knowledge since then? Is it still a trend after such a long time? It is time to catch up and deliver the experience that employees have been asking for: simple, smart, and stretchy.

The increasingly complex demands of the marketplace, churning with cycles of interruption and disruption, and the need to be agile in responding to this environment is creating an imperative for simplicity. The call for “simple” can be felt at the organizational, team, and individual levels. It shows up in every aspect of the workplace, from how we solve pressing problems and how we structure the organization to get work done to the tools and processes that we provide to individual employees to support their daily work. Technology enables speed and information flow. More agile companies will get and keep the best talent, generate the most powerful innovations (and learn from the iterative process), and capture the market share their competitors aspire to.

Organizations that go beyond digital buzzwords and focus on active transformation are more profitable that those that don’t. An agile workforce is flexible, collaborative, innovative, information-forward, and competent, and comes to work with a growth mindset. These attributes are nurtured by digitally proficient leaders, a learning culture rooted in development, and innovation-focused HR systems.

Is your organization differentiating and providing a smart experience that employees can’t get anywhere else? Here are some do’s and don’ts that could help:

  • Don’t do it all at once. Pursue “stretchy” cloud technology solutions that you can grow in to at the pace of your business. Ensure that video, mobile, and social capabilities are embedded into a collaborative platform.
  • Don’t shove solutions at issues you haven’t first identified clearly. Designing for employees is the key to success, and their needs may vary. Choose solutions that allow users multiple entry points to engage, communicate, and collaborate with others, as well as key processes.
  • Don’t discount the pace of innovation. It’s time HR starts thinking like a product team. Focus on smart solutions that can snap into other smart solutions. Flexibility and integration are the keys to preparing for the unknown.
  • Do consider both culture change as well as process change when crafting your smart workplace strategy. Couple needed operational changes with scalable and employee-centered technology offerings.
  • Do make things simple. The business of people is not a simple task, but your technology should be. Get the most out of your technology investments by focusing on solutions that invite innovation and do the heavy lifting for you. No more force-fitting processes into the technology – when you move, your technology should move with you.

Don’t get left behind.

agile workforce




HR Happy Hour Podcast Nov 2016


PODCAST – HR Happy Hour 265 – Women in HR Technology

HR Happy Hour 265 – Women in HR Technology

Hosts: Steve Boese

Guest: Bianca McCann, VP, HR Expert Network Cloud HCM, SAP

Listen to the show HERE

This week on the HR Happy Hour Show, Steve Boese is joined by Bianca McCann, VP of the HR Expert Network for Cloud HCM at SAP to talk about the recent Women in HR Technology Summit that was held at the HR Technology Conference in Chicago in early October.

Bianca shared her insights on the Women in HR Tech Summit, the importance of framing these issues in the organization as business challenges and business opportunities, and not just HR programs or ‘we should do this because it feels right’ activities. Diversity should be looked at as a business imperative and the way to actually move the needle in the organization is to look for root causes, and set about addressing these causes.The key is to bring facts and data to the table, and think through the problems in a manner that is similar to taking on all kinds of business challenges.

We also talked about the real business benefits from more diverse workplaces in the areas of innovation and growth or market share, the idea of the Illusion of Truth, the importance of listening to what the organization is saying about these issues, and some practical steps that organizations can take right away to become better and more inclusive workplaces, particularly for women in technology roles.

You can listen to the show on the show page HERE, or by using the widget player below, (Email and RSS subscribers click through)

There are Intrapreneurs Among Us

In a world where a single iPhone can replace 25+ devices, and technology moves more rapidly than futurists can predict, it seems frankly irresponsible not to put innovation in the driver seat of car with all the bells and whistles. Mature corporations sacrifice agility in a market where agility is king, lose talent to the gig economy because they simply can’t seem to get the engagement equation right, and lose business to the little guys because they weren’t nimble enough to get there first. It’s time to break up with the past and move boldly into the future.

There are intrapreneurs hiding in every company who are here to help.

They are the few but mighty who effectively navigate corporate bureaucracy and boundaries to create business value in new and creative ways.  They are corporate secret weapons, who can drive innovation from the inside out. Intrapreneurs see an opportunity to solve a problem, offer a service and make an impact , and they go after it. Against corporate odds and metaphorical brick walls they stay positive and driven. They work from within the churning and complicated core of the company , and push change while at the same time keeping momentum and focus on economic drivers .  These are the employees that have plans for their dreams, unparalleled commitment, and are confident and resilient with political savvy and immense influencing skills.  They know that every setback is a new opportunity. Intrapreneurs can help mature, complex, and generally stagnant companies get to new levels of success, faster.

Intrapreneurs are not the same as entrepreneurs. Sir Richard Branson , knighted for his contributions to entrepreneurship, describes it best:

“Many millions of people proudly claim the title ‘entrepreneur.’ On the other hand, a title that hasn’t gotten nearly the amount of attention it deserves is entrepreneur’s little brother, ‘intrapreneur:’ an employee who is given freedom and financial support to create new products, services and systems, who does not have to follow the company’s usual routines or protocols.’ While it’s true that every company needs an entrepreneur to get it under way, healthy growth requires a smattering of intrapreneurs who drive new projects and explore new and unexpected directions for business development.”

Intrapreneurs thrive despite constraints, instead of focusing on perfection and limitations, they laser focus their energies at bringing together internal resources, networks, and capabilities to accelerate work and drive action. They pressure test ideas and navigate difficult terrains to deliver value quickly, and then also consistently. They work against long-lived internal mindsets about ‘how things have always been done’, which is inherently risky and also necessary. They find success by pushing ever so firmly against these confines until they become broader, less tight. Loosening constraints through demonstrated and credible success is their winning strategy .

We live in a world where robots may take our jobs and niche players are stealing daily bread from long-established businesses. We live in a world where 52% of the Fortune 500 firms since 2000 are gone according to Ray Wang from Constellation Research. Innovation is the difference between good, great, or dead for most mature and lumbering companies today. Corporations struggle getting the right talent, resources and ideas all lined up at the same time. This 2013 HBR blog written by Beth Altringer may have in captured it best when a CEO she interviewed said the following:

“There are lots of things that can be done in large organizations but simply aren’t because nobody has the time or resources… to actually get something going in a large organization, you need the ideas and you need the people who believe in them, but the people who are actually capable of these things are the good ones, and they are already stretched by their work in the corporate environment…. It [becomes] impossible for them to pull it off.”

Companies just aren’t getting it right, and employees are leaving cushy corporate jobs to start their own businesses at increasing rates. The 2015 Freelancing in America report indicates that “nearly one in three working Americans is an independent worker. That’s almost 54 million people – and growing” and “60% of them made the jump by choice”. Employees are checking their corporate ID badge at the gate to have a greater degree of flexibility and control over their work. Letting key talent slide out the door can be crushing for a business.  Let’s take the example of Steve Wozniak. Steve offered the original Apple computer designs to his then employer Hewlett-Packard on 5 separate occasions, and was rejected each time. Faced with rejection, he didn’t give up, he left.

Intrapreneurs aren’t the type that just give up. Nope. They go start their own gig, they invent things like the Apple computer and go change the world. This begs an extra question, could deliberately dedicating, and vigorously supporting the space and time for intrapreneurship be the antidote to the gig economy? Could companies protect valuable talent from disappearing into the great gig world by simply allowing them to focus almost predominately on doing what they do best, when they want, where they want? Could offering internal support for intraprenuer stop the bleed?

We better get this right, all of us.

Intrapreneurs must have an internal coalition of support that allows them the space and time to succeed. This is truly a team effort:

  • HR professionals can help the business find these employees.
  • Managers can help overcomes internal barriers and clear obstacles that could stamp out passion.
  • Intrapreneuring employees can choose to ignore the noise and approach their organization with a strong business plan and proposition.
  • Organizations can plan for the factors that will make or break success: Do we have the right behavioral values to support this?  Do we have a culture that encourages people to raise their hands, voices and heads to the challenge of creating new value and charting new territory? Do we have the right organizational structure and management to allow it to happen? Do we have the right reward systems to acknowledge it in times of success and failure?

Successful organization must make sure that intrapreneurs aren’t cut down by the rest of the organization simply because they are standing too far out in front of the crowd.

Companies have long rethought how they embed innovation, intrapreneurship, and failing forward into their cultures. This is not new. However, the stark reality is that most of these attempts simply fail in the end. There are many reasons for this, including lack of (right) resources to tackle the problem, a missing tie between innovation and business strategy, a culture that hasn’t yet replaced the fear of failure with the joy of experimental learning, or simply just a lack of results.    As companies change and grow so to must their approach to innovation. Intrapreneurship is not about innovation for innovation sake, it is about improved business economics and measurable impact, it is for the business.

This could be what standard issue innovation teams are missing. Innovation labs, micro-teams, incubators, and initiatives are often held out and away from the business ( or even just parceled out to consulting firms) . They are generally managed as special assignment. Kept outside of reachable distance as a means of preventing the routine day-to-day from encroaching into the manufactured space of innovation. The problem is, this doesn’t help bring the cycle and spirit of innovation into the normal rhythm of the business. We will know we have truly sparked an intrapreneurial fire inside the organization when we bring the business of innovation, back into the business.

When charting our way through this new world of work and innovation we would be wise to look through the lens of Thomas Edison who famously said “I have not failed. I’ve just found 10,000 ways that won’t work.”


Bianca E. McCann, MHRIR

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Photo Credit: Daniel :Stright Off the Wall



Three short predictions for HR in 2016

In case you missed my guest spot today on Voice America’s Game Changer radio, here are just three of my many predictions for HR in 2016 :
1) Transparency in Talent Management 

HR organizations will need to re-craft HR staples end to end . Secret HR processes around Talent Identification, Performance Assessment, Career Development and most of all Succession Planning will start becoming a lot less secretive in 2016. I predict that HR teams will spend 2016 on the design of more transparent talent processes and use 2017 as the launch year for these newly crafted approaches.  Trailblazing companies who are already practicing transparency in talent practices will be sought out for insight and lessons learned by those looking to join the transparency movement.

2) “HR Appification” 

In 2016 we will see mobile app usage continue to surge, and specifically HR applications will make a regular appearance in our daily lives as employees. These apps will be designed to put the power into the hands of employee and manager , and won’t be designed just for the HR user. HR apps will be the norm for everything from gathering feedback,  conducting pulse checks, promoting individually relevant  ( and highly gamified) learning and training, routine basics like tracking time and attendance,  and next generation uses such as  promoting employee health and wellness.

3)  Its time to get SaaS-y –

Experts and Analysts say that HR tech cycles run in in about 5-7 year increments, this means in 2016 we can expect a cycle of new HCM Cloud buyers.  These integrated HR management systems organization will help organization become more agile, efficient , and transparent. For HR professionals, we can  (finally) reap the rewards of rapid fire innovation that has been sometimes illusive in the days of on premise customization . The ROI of these HRMS investments can be seen quickly  and evidenced initially with (a lot) less administrative burden on HR departments . With all that time on our hands in HR we will finally have space to do strategic work, and focus on pressing things like developing and harnessing HR analytics to drive better decisions throughout the business.  Let’s get SaaS-y!


Bianca E. McCann, MHRIR

Like what you’ve read? Sign up for more Sparkle on my About page Let me know you Like me :  https://www.facebook.com/sparkleoutloud

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23/52 - It is useless to have tools if you don't have skills.



Your Overprotective Boss May be Killing your Career

We all knew at least one kid growing up with an overprotective parent, the super strict mom who was always concerned about what could happen, controlling and mitigating risks large and small day in and day out. Being overprotective can certainly be considered a sign of care and concern but, children of overprotective parents can grow up with unwarranted or disproportionate levels of fear, hesitation, and avoidance. An overprotective environment can limit the ability to adapt, work through challenges head on, and negotiate through difficult situations. Certainly some overprotective tendencies can be meant with the best of intentions. In this case let’s assume that the behavior is truly meant with the best intentions, and not from a space of mistrust which is often associated with overprotection ( so and so won’t make a good decision so I will do it for them).

In the workplace there are all sorts of overprotective managers, this post is about the ones that are overly considerate of bandwidth, plate overload, and scope creep. You know who I am talking about. They come to the rescue of their team, buffering them from anything that they perceive as extra or excess work. While these buffering skills may look like the markings of a hero, the behavior may in fact be alienating teams and creating islands of isolation. These overprotective managers want to ensure their team members have work life balance, are focused sharply on the identified yearly goals, and can meet their individual deliverables without interruption. This sounds fair enough and maybe even like the ideal boss, but the reality is this behavior is killing your career.

While employees of an overprotective boss are often treated to very clear lines of performance and expectation they are also deprived of critical learning experiences, they are denied the chance to carve their own way and decide their own level of developmental stretch. There is no such thing as a defined set of expectations anymore; todays work world is less about the square we occupy and more about the Venn diagram of overlapping handoffs, collaboration and communication. An overprotective boss is potentially infringing upon some of the most important ways in which an employee can really learn which is through stretch, reach, and taking on challenges outside of their day to day norm.

Powerlessness is an unintended side effect of an overprotective boss Buffering employees from deadlines, overwork, office politics, and difficult decisions isn’t doing them any favors. Employees should feel capable to tackle these on their own, with help provided upon request. Protecting employees from the norms of work only limits their power and capabilities to be ready for the road ahead. The best workplaces are full of people who feel energized by the tangible impact of their contributions and those who feel powerful to solve issues and make decisions.To move up and through and organization it’s critical that employees are hoisted up and out of the cubicle and onto the radar of the organization at large.

Some employees who have an overprotective boss any may not even know it. Their boss seems like their biggest advocate, keeping the world in check so they can enjoy their weekends without interruption. Here is the tough part: when a manager turns down experiences and opportunities on behalf of their team members it sends a message to the requestor, and to the larger organization , that this team is not capable – either time wise or skill wise– to take on more. Nothing kills a career faster than sending the signal that you are unavailable, inaccessible, incapable, or unwilling. People will stop reaching out. The river of great opportunity will run dry. They will stop bothering.

An employee of an overprotective boss may feel incapable to make decisions without checking in first. They may miss out on opportunities to engage with other parts of the organization, they can experience limited space to showcase their skills, and ultimately will see a drop in their ability to influence and make pathways in the organization. If this sound like you, don’t let yourself be looked over because of your overprotective boss. Your biggest champion may be causing you to miss out on key wins.

Spotting an overprotective boss can be difficult; here are a few indicators that you may have an overprotective boss.

  • Other teams call your boss to ask for your help as opposed to calling you direct.
  • You have limited to no work tasks outside of the key deliverables that your boss set with you at the beginning of the year.
  • Your development plan is distinctly tied to your current deliverables, and not future focused.
  • Your boss speaks/answers on your behalf.
  • You and your boss talk about your work load frequently; it’s a standard topic of discussion.
  • You run seemingly normal decisions by your boss before committing to them or you hesitate to make decisions all together.
  • Colleagues outside of your team ask you to check with your boss and circle back with the final answer, assuming the answer does not lie with you.

What you can do to get control of the situation

  • Reclaim your development plan, use this as a way to reopen the conversation about what you are willing and wanting to take on.
  • Find a short project opportunity with another team, let your boss know you want to take this on in addition to your current workload, and that you are willing to move things around and juggle your schedule to make it work.
  • Let your boss know that you want to get involved in additional opportunities, and make a formal addition to your key deliverables so it becomes official. You can title it “additional projects” to get the ball rolling.
  • Jump in and answer requests and questions, don’t wait for your boss to answer. Try hard not to hesitate. This applies to emails, conference calls, and any other medium.
  • Reframe conversations about your workload- move the conversation from from being overly focused on time spent and hours worked, to contributions made.
  • If your boss heroically shares that they blocked excess work from creeping into your life, let them know that you are not afraid of a little scope creep.
  • Have a one to one talk with your boss where you acknowledge this situation head on, thank them for their concern but express your own concern around being held back as a result of their overprotective behavior. Come prepared to share where you would like to see things change.

While buffering a team from needless distractions is a good thing, actually a great thing, it is an art. If you are a manager shielding your team from the pain of the outside world it may be time to stop sheltering them and to start letting them learn how to master navigating the masses as you have done. Employees don’t require coddling; they require guidance, the support to achieve, and the space to make mistakes. If you are an employee of an overprotective manager and are realizing the negative implications of this behavior ,now is the time to change that story. Don’t let your boss kill your career, its time for a rescue mission.


Bianca E. McCann, MHRIR

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Iron Man vs. WALL-E (110/365)

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