Gratitude is in the air this time of year. While we all want it, the harsh reality is that many work environments can be quite thankless. From "always busy" managers to ever changing agendas, feeling recognized is a scarce commodity at times.With an emphasis on meeting deadlines and hitting revenue or sales goals, especially at the end of the year, the numbers seem to get all the attention. However, that intense focus on numbers rather than the people driving them may be what ultimately costs a company its success. The health of the organization and the bottom line are directly affected by the strength and satisfaction of each individual. In fact, employees that are happy are 10 to 12 percent more productive, so ensuring employee happiness is critical to the long-term success of any organization.Last week during a status update call, we were discussing a client’s employee engagement survey results. The executives on the line wished that their people leaders would share suggestions and improvements to the current systems. Inevitably, they can’t have the weight of everyone’s happiness on their back. This is where we all come into play - we all must work to make our environments better for everyone, including ourselves.Below are three thankless work environments that we regularly encounter and some tips on how you should navigate.Churn and Burn Central This office is where you work ungodly hours, and your efforts are not recognized. "Gratitude" is primarily shown through corporate programs that give appreciation in a less than timely manner. At this office, it is common to hear comments like, "It’s hard, but I was in that role a few years ago, and you have to pay your dues."Fierce Tip: You must ask for what you need in this environment - don’t sit around and be a victim. Make sure your needs align with what is best for the business, and make your suggestion is tangible. For example, if you are feeling burned out, ask your manager to leave the office on a certain day every week to do something for yourself like yoga or golf. Emphasize that your goal is to increase your overall wellbeing and bring your "A game".Beauty Pageant This office primarily recognizes the shiniest and most grandiose achievements while ignoring the others. People who get recognized are often the top sales producers, award-winning contributors, or the ones who toot their own horns. Oftentimes people stop contributing or sharing their discretionary efforts, because they know that people won’t notice or even acknowledge them.Fierce Tip: It is important to share your achievements and efforts. Do not sulk in your lack of recognition, instead do something about it. Share your actions with your manager and a peer, and better yet, tell them how you would like to be recognized in the future. Many organizations are not very savvy with asking their people how they want to be recognized. When the topic comes up, management usually welcomes feedback and ideas.Land of Empty Promises This office contains people who share their gratitude and recognition, which is positive. The catch is carrots are dangled in front of you that do not come to fruition in a timely manner. In this office, management may say things like, "We think you are going to be one of our next leaders. Keep at it, and it will come." When you push to get a timeline…crickets. You may bring up the topic many times and never hear enough detail for it to feel real.Fierce Tip: You need to confront the issue at hand. If you have been promised something that doesn’t not feel real, you need to be grounded and share that you need more details. Here you can ask more questions: What can I provide to make the future plans more tangible? What do you see getting in the way? This conversation is an opportunity to gain a large understanding of the big picture, and the new knowledge can help you partner better.To be fierce in these situations, you must take the accountable stance. If anything is to change, it is up to you - regardless of the side of the table you are on. Are you in one of these environments? What tips do you have?The post Three Thankless Offices and What to Do appeared first on Fierce, Inc..

This week’s Fierce resource was originally published on Fortune and uncovers the real reason behind REI’s decision to opt out of Black Friday.When REI announced they would be closing all 143 of their stores on Black Friday, Wall Street was shocked and horrified. How could a retail company close on the busiest shopping day of the year? They are voluntarily taking themselves out of the running for the millions of dollars in consumer spending that is traditionally up for grabs.Their decision isn’t just a PR ploy, it reflects something deeper. According to the article Behind REI’s Black Friday Rebellion, the choice aligns with the company’s mission and shows their commitment to employee welfare. For REI, it’s about giving back to the people who are the ultimate source of their success.Is your organization staying true to its mission?"It’s no coincidence that REI is one of only 13 companies that have made the Fortune 100 Best Companies to Work For list every year since its inception in 1998. The companies on this list are characterized by strong trust-based relationships and values-based decision making. As such, REI is well-equipped to say no to Black Friday because they’ve had plenty of practice in choosing to uphold their company values when challenged by the norm."Read the article.The post Fierce Resource: Behind REI’s Black Friday Rebellion appeared first on Fierce, Inc..

"How we spend our days is how we spend our lives." - Annie Dillard According to a recent mobileinsurance.com survey, the average person spends up to 23 days a year staring at their phone screens. Almost a month per year! That’s a big deal.So I ask: Does the time on your screen each day add more value to your life? Or does it detract from it? This week’s tip is simple - make your screen time worthwhile. Use technology to enhance your relationships and your work. If you feel yourself wasting time on it, practice shutting down.Oftentimes we get caught up in our emails and social media. We let time slip away, although we know time it is a valuable asset. We are not alone.If you are desperate, use technology to help your technology issue - yes, it sounds counterintuitive. Yet, there are many apps that track your usage like Moment. This is its description:Moment is an iOS app that automatically tracks how much you use your iPhone and iPad each day. If you’re using your phone too much, you can set daily limits on yourself and be notified when you go over. You can even force yourself off your device when you’re over your limit. We all need help sometimes. Do you have any other tips you use?The post Fierce Tip of the Week: Make Your Screen Time Meaningful appeared first on Fierce, Inc..

The first text message was sent on December 3, 1992 by a Canadian test engineer. It said Merry Christmas. On the eve of text messaging’s 13th year anniversary, it is only appropriate to talk about how text messaging has affected our communication. We often get asked so many questions around technology use in companies and how texting should and should not be used.First and foremost, the simple answer is that you must obey your instincts about when and how to use texts. Your "gut" does act as an internal compass that can serve as a powerful guide. The best part is that it happens automatically - you simply have to tune in and listen. Then check your results.If you notoriously do not get the results you want when texting, then you need to reassess. Here are a few pointers on dos and don’ts. And for those who say it is common sense, use it as a reference when you are triggered or feeling emotional. We all have days where it can go awry.Do Use Text to…Communicate logistics and more directive statementsShare small praises and appreciationConnect on special occasionsTalk through simple scenariosDon’t Use Texting to…Convey more than three sentences of thoughts at a time - a novel is not appropriateTalk about complex emotional thoughtsShare confidential informationConfront someone Come on master texters - what would you add? The post To Text or Not to Text: That Is the Question appeared first on Fierce, Inc..

Many people today talk about leadership who’ve never led anything more complex than a high school marching band.  They offer this or that principle as if proven under fire when, in fact, their experience has been limited to launching missiles in a game of Battleship. But that’s not to say that you can’t learn from these neophytes or even failed leaders. On the contrary. As volunteers or especially as victims in their experiments, you often have a front-row seat to observe their inappropriate actions and inactions. You learn not to repeat their leadership lapses:

Ever find yourself on a team or in an organization that’s struggling because of a leader’s poor decision? Citizens clamor about such crippling effects by their politicians routinely. You sit back and reflect on the leader personally and wonder why a savvy, experienced, and ordinarily capable person could make such a stupid decision or policy—one that wrecks a project or destroys the morale of so many people.

There are no short-cuts to building the skills to say exactly the right thing at the right time. The reliance on emoticons can hurt this.

Why do so many development plans sit around getting dusty rather than getting put into action? This blog helps answer what gets in the way.

When presenting analytics, tell a story. Your audience wants more than an ending; they want characters, conflict, and an engrossing plot.

Each month, The Ritz-Carlton Leadership Center (RCLC) features an interview with an employee — a Lady or Gentleman of The Ritz-Carlton — in order to share an insider’s view of the organization. This month’s interview is with Chef Frederic Mornineau from The Ritz-Carlton, Grand Cayman. This year Chef Morineau was recognized with a Gold Standard Award from The Ritz-Carlton. This award is given to only seven associates each year and signifies exemplary service and a commitment to our company philosophy. Chef Morineau also received the J. Willard Marriott Award of Excellence this year. The award is presented to a select few who have demonstrated over a period of time the traits of achievement, character, dedication, effort and perseverance. "THIS IS WHERE I BELONG" Born in France and educated in both France and England, Frederic Morineau worked in prestigious European hotels and restaurants until an ad in a newspaper attracted him to a chef’s position at restaurant in Aspen, Colorado. After securing the job and moving to Colorado, a co-worker invited Mr. Morineau to check out a hotel, The Ritz-Carlton, which had just opened in town. When he walked in and looked around, Mr. Morineau thought to himself, "This is where I belong." From that day forward, Mr. Morineau’s goal was to work at a Ritz-Carlton Hotel. RCLC: YOU ACHIEVED YOUR GOAL OF WORKING FOR THE RITZ-CARLTON WHEN YOU JOINED THEIR FLAGSHIP HOTEL IN BUCKHEAD (ATLANTA), GA IN 1996. WAS IT WHAT YOU ANTICIPATED IT WOULD BE? Chef Morineau: Shortly after I arrived, the local newspaper printed a review of the Cafe saying it was a "lousy" place to eat. So I thought, "I guess this is my last day." I expected to be told, "Take your book and go home." But no. Xavier Salomon, who was the Executive Chef at the time, came to me and said, "Now we are at the bottom. Let’s move on. There’s only one way to go and that’s up." Together we made some changes in the restaurant, and it became successful. RCLC: WHAT DID THAT EXPERIENCE TELL YOU ABOUT THE LADIES AND GENTLEMEN WHO WORK AT RITZ-CARLTON PROPERTIES? Chef Morineau: I always had the feeling that if I set myself with the right type of leader, if they can teach me something and if I respect them, I can work for them. I can do anything for them. My work at The Ritz-Carlton, Buckhead with Xavier proved that to be true. RCLC: WHAT DO YOU APPRECIATE ABOUT WORKING FOR THE MARRIOTT ORGANIZATION (OWNERS OF THE RITZ-CARLTON BRAND)? Chef Morineau: The luxury environment. We have the tools and luxury ingredients to do a great job and that makes it a pleasure to come to work. When I worked in France, all I did was cook. No one asked me what I thought about the food. The only time a chef talked to me was to yell at me. The Ritz-Carlton cares about you, and they want to know what you think. RCLC: YOU WERE RECENTLY RECOGNIZED WITH THE COMPANY’S GOLD STANDARD AWARD AND THE J. WILLARD MARRIOTT AWARD OF EXCELLENCE. WHY DO YOU THINK YOU RECEIVED THOSE AWARDS? Chef Morineau: I have always understood that working in a hotel is not just about cooking. It involves all the departments and all the people who work there. When you work in a hotel you have to love people. You have to take time to train them. You can’t be "too busy." My Human Resources Director, Janette Goodman, who nominated me, appreciates that. Plus, I don’t have a lot of patience for "chit-chat," but I do enjoy talking with my staff to get to know them. I consider them part of my family. After all, we work on Christmas together! And we have to have fun. Humor is a very important ingredient in the kitchen. RCLC: BEING AN EXECUTIVE CHEF IN A BUSY HOTEL KITCHEN ISN’T ALWAYS EASY. HOW DO YOU MAINTAIN YOUR COOL? Chef Morineau: I used to get upset. It takes a while to be a good leader. The Ritz-Carlton training helps you a lot. Years ago I exploded when I saw someone ignore a safety rule in the kitchen. One of my line employees at the time witnessed it and came to me the next day. She was visibly upset. I realized I needed to change, and I did. When you get upset and scream at someone, it doesn’t solve the problem. If you actually sit down with the person and say you love them but explain how they didn’t follow the rules and that they might lose their job as a result, it’s 200 times more powerful than getting mad. RCLC: YOU’VE MENTORED MORE THAN TEN INDIVIDUALS WHO HAVE GONE ON TO BE EXECUTIVE CHEFS. HOW DO YOU MENTOR AND IMPART WISDOM TO THE LADIES AND GENTLEMEN WHO WORK FOR YOU? Chef Morineau: I tell my staff to be critical of themselves because it will help them constantly improve. I tell them to put themselves in the shoes of the guest and ask them, "If you were paying $1,000.00 a night to stay here, would you want to eat what you are serving?" That’s the difference between creating an okay experience and an amazing experience. Plus, you have to like to eat. You can’t be someone who is satisfied eating cold pizza from yesterday. You have to understand what your customer is looking for. RCLC: WHAT ARE SOME OF THE UNIQUE EVENTS YOU HOST AT YOUR PROPERTY? Chef Morineau: Since 2008, every January, on Martin Luther King weekend, we hold the Cayman Cookout…a beach BBQ. Celebrity chefs from around the world are invited to cook specialty dishes. As chefs we all have fun together! The guests enjoy meeting the chefs as they walk barefoot on the beach, going from station to station, enjoying gourmet meals. It’s small and intimate compared to similar events held in Miami or Aspen. We also host a community event called, "Out of the Kitchen." Whenever I start in a new hotel I visit the hotels and restaurants in town to meet the chefs. I recognize that we might need their help one day so I form friendships with them. Two of the local chefs I became friends with helped me start "Out of the Kitchen." The idea was to bring local chefs together to be recognized for their talent. It’s such an uplifting event. Family members come to see their relatives compete and receive awards. This year 25 restaurants participated. The chefs used to have to pay for their expenses, but now we raise funds to finance the event. We’ve created something very special for the community. RCLC: WOULD YOU SHARE A GUEST STORY THAT INDICATES HOW THE RITZ-CARLTON GOES BEYOND SOMEONE’S EXPECTATION? Chef Morineau: We have a residence owner whose teenage daughter was very ill. She visited us in the kitchen during one of her stays so we knew she especially enjoyed our West Cayman salad. She had to head home quickly and unexpectedly for more medical treatments, and we wanted to do something for her. There’s no Ritz-Carlton Hotel near where she lives so we contacted a nearby Marriott and had them make and deliver the salad to her. It’s all about the guests’ experience. We want to be part of their life. That’s why I’m proud to work for The Ritz-Carlton. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation.