Tag Archives: Human Resources

IPMI Webinar: Teleworking: An Alternate Mobility Mode. Presented by Perry H. Eggleston, CAPP & Ramon Zavala University of California at Davis.

Teleworking: An Alternate Mobility Mode

Perry H. Eggleston, CAPP, DPA; Executive Director for Transportation Services; University of California at Davis

Ramon Zavala, Transportation Demand Manager, UC Davis Transportation Services

Register here for this webinar.

Or purchase the entire 2021 professional development series bundle.

Rahm Emanuel said, “You never let a serious crisis go to waste. And what I mean by that it’s an opportunity to do things you think you could not do before.”

Last year brought discussions of campus closures, telelearning, and teleworking. Within a week, these discussions were reality. When the awareness that this COVID thing would last longer than a few weeks, we started to look at how the lull could be used to keep the momentum of teleworking going as a demand-reduction tool.

To address all the issues for making teleworking an ongoing mobility strategy, we created a telework committee. Stakeholders from human resources, technology, safety and ergonomics, employee/union relations, communications, and finance. Transportation Services coordinates the committee, which will address the physical, legal, supervisory, and training issues and keep teleworking a viable mobility option into the future.

Attendees will:

  • Illustrate how teleworking is a mobility advantage.
  • Recognize the institutional needs of a teleworking program.
  • Detail best practices and measure the effectiveness of amnesty and relief programs for constituents and revenue recovery efforts.

Offers 1 CAPP Credit towards application or recertification.


Perry H. Eggleston, CAPP, DPA; Executive Director for Transportation Services; UC Davis Transportation Services

Perry Eggleston, CAPP, DPA, has more than 25 years’ experience developing, refining, and implementing mobility programs as an officer, supervisor, manager, director, consultant, and executive director. In his career, he has served organizations in California, Kentucky, New Jersey, and Texas. He is an active member of the IPMI and California Public Parking Association.

Ramon Zavala, Transportation Demand Manager, UC Davis Transportation Services

Ramon Zavala holds a bachelor’s degree in criminology from UC Irvine, where he began his work in transportation demand management. After seven years with UCI’s Transportation department, he transferred to UC Davis’ Transportation Services, where he manages the TDM program, transit relations, and overseeing the overseeing the bicycle program.


Register here.





Breaking Up Is Hard To Do

Blog Post breaking upBy Michelle W. Jones, CAE, CMP

For that matter, any uncomfortable conversation can be hard. Whether you are ending a relationship, asking an aging parent about end-of-life decisions, or inquiring about the possibility of a pay raise, many conversations we have in business or in daily life are stressful. It is natural to want to avoid them.

Mel Robbins is a renowned motivational and keynote speaker, talk show host, creator of The 5 Second Rule, and a best-selling author. (And I have met her!) She says that 67 percent of managers are uncomfortable talking to the people they manage.

Robbins says the most important thing to do is to separate emotion from the matter that needs to be discussed. There are four techniques she uses to stay focused on what she needs to talk about:

  • Acknowledge responsibility. Acknowledging your responsibility in the matter diffuses the other person’s emotion. It actually honors them and puts them more at ease, and more able to listen.
  • Define outcome. The conversation you’ve been avoiding might become a rollercoaster of emotion. Knowing your intended outcome will stabilize your thoughts.
  • Listen and validate. Hear where the other person is coming from and validate their feelings. Rather than argue, acknowledge their perspective and they will be less defensive.
  • Restate the outcome. Keep coming back to the outcome you want to cause.

She adds that as a bonus, you can rehearse with an uninvolved friend.

I once worked for a CEO who said, “Bad news does not get better with age.” So even when it feels uncomfortable, sometimes it’s better to just rip the Band-Aid off, and have that difficult conversation.

Michelle W. Jones, CAE, CMP, is IPMI’s director of meetings and membership.

Imagining a New Working World

Remote work telecommute working from homeBy Brett Wood, CAPP, PE

A large portion of the working world is adjusting to a new normal of working from home.

Many are doing this while also being primary caregivers for a family, head of school for children, and maintainer of sanity for a household. In this current climate, we are all juggling a lot. But as we turn the corner on a month of this new normal, I get the sense that many work-from-homers are starting to settle into this rhythm.

I have worked from home for a long time. At my previous company, I routinely worked from home when not on the road. It brought a sense of work-life balance to be home when I was home. My partners were scattered all over the country and our communication was virtual before that was a thing. We collaborated in-person at client meetings or once a quarter or so in an office. But every other day was phone/email/instant messaging/video calls.

I, for one, really like the approach. And I don’t think I’m alone. A recent state of work productivity report found that 65 percent of remote workers felt more productive, and two-thirds of their managers agreed. When you get your at home setup right, you are really able to hyper-focus and produce. What if we come out of the next few months with a workforce that is more nimble, productive, and able to work from wherever rather than the brick and mortar model?

First, our office spaces could be easily reimagined. Instead of a traditional office model with workstations for everyone, there could be collaboration space for teams to come together when needed and a smaller number of workstations for in-office days. This reduced footprint would lower the space we dedicate to office space in our cities, which could be returned to housing (an amenity in short supply, high demand, and even higher price in our cities). It would also reduce overhead costs for companies. Flexjobs reported that employers could save approximately $22,000 per year per remote worker.

What about transportation? Under our current stay-at-home orders, we have seen vehicles disappear off of our roads. Based on estimates from the last U.S. Census, there are about 115 million vehicles commuting every day with a single occupant. Reducing actual commuters and their vehicles would have astounding effects on congestion and resulting pollution.

We aren’t likely entering a world where every worker becomes a remote worker. It’s not feasible in many industries. But what if a bigger portion went that route? In 2016, the Census reported about 150 million workers. Around that time there were about 4.7 million that were remote workers. What if we tripled or quadrupled that number? That could be more than 10,000,000 vehicles per day off the road. Imagine the impacts to congestion, parking needs, pollution, travel costs, infrastructure needs, and beyond.

Brett Wood, CAPP, PE is president of Wood Solutions Group.

The Kids Are Alright

Working from home kidsBy Vanessa Solesbee, CAPP

With many of us home full-time now with kids, dogs, spouses, and other loved ones all trying coexist in under one roof, I am seeing a lot of articles focused on getting our kids into routines/schedules/anything to keep them moving forward. But what we are doing for ourselves?

I worked from home for many years while consulting, and during that time, I moved three times, got married, and had two kiddos. I learned a lot during my time working from home and I hope that some of these lessons are helpful in easing the transition for you:

  1. Get ready for the day like you are leaving the house. This will be different for everyone; it could mean taking a shower, doing your hair, putting on makeup, or making your bed. This simple act of keeping your morning routine is a surprisingly easy and quick way to transition from weekend to workweek.
  2. Put on pants that are not stretchy at least twice a week. You may laugh but wearing sweats, yoga pants, or gym clothes every day eventually does something to one’s psyche. The act of getting dressed (in pants that button) also helps to keep those hourly trips to the fridge in check and makes you feel like you are in work/productivity mode.
  3. Go outside and move your body. Yes, I often hit “dismiss” on my watch when it tells me I’ve been sitting in place for too long but trust me, this one is so important. You don’t have to run every day or do a full Crossfit workout in your garage but do move your body and breathe some fresh air. Put this time on your calendar like everything else and start with one or two times a week.
  4. Communicate your schedule and set times for calls/video chats. Designate specific days of the week or times of day (e.g., mornings or afternoons) where you will be available for meetings. This technique can increase your ability to focus and is will be a good strategy to bring back to the office with you. If you have the ability to do so, communicate your availability weekly–including when you will be “in the office” and available to your supervisor, direct reports, and colleagues.
  5. Find an accountability partner. I have a secret to share—not everyone has to be good at working from home and there is not some magic bullet that will suddenly make you motivated to sit at your desk rather than watch Netflix all day. It is 100 percent okay to think that working from home is really hard and to not like it! However, there are some things you can do to make it less painful and finding an accountability partner is one of those things. You can use the same techniques that you use for other goals: write down what you need to do and what you’ve accomplished each day; check in with a colleague (or your spouse) every morning and chat quickly about what you want to accomplish that day and what you accomplished the day before; and set reasonable weekly goals for yourself.
  6. Make your own mental health a priority. Lastly and most importantly, your kids, spouse, pets, parents, friends, colleagues take their cues from you. We are all in an unprecedented situation and it is okay if you feel anxious, stressed, sad, scared, and/or angry. We are being asked to do something that is totally against our innate nature–isolate ourselves from each other and for those of us who live alone and/or in a (new) situation where our basic needs are in jeopardy because of job loss or financial insecurity, the isolation is compounding almost daily.

Give yourself a break and know that despite what it looks like on social media, most of us have raised our voices at our spouse in the last few weeks, our kids have eaten too much mac and cheese and spent too much time on their screens, perhaps virtual happy hour every night is probably not a good long-term strategy for regaining connection, and trust me, we have not all had the drive to Marie Kondo every junk drawer. So, if you find yourself constantly asking “are the kids going to be alright!?” make sure you are also asking yourself, “How are you doing, too?”

Vanessa Solesbee, CAPP, is president of The Solesbee Group.

The Business of Parking: Learning to C.O.P.E. with Culture

Why do so many organizations and leaders get culture so horribly wrong?

By Julius E. Rhodes, SPHR

IN BUSINESS TODAY AND IN SOCIETY IN GENERAL, we are bombarded with the notion of culture. In our organizations it is widely believed that if you don’t get culture right, nothing else matters. We also hear that culture eats strategy for lunch.

Being from Illinois, I vividly remember what Univer­sity of Illinois basketball coach Bruce Weber said after he was fired. He concluded that he focused too much on wins and losses and not enough on culture. Now head men’s basketball coach at Kansas State Univer­sity, he has built a program in which culture is the hallmark of his efforts, and the re­sults are paying off in a grand manner.

With all of this em­phasis on culture, I only have one question: Why do so many organizations and leaders get culture so horribly wrong? Here’s my take:
Confusing Climate and Culture

First, I contend that many organizations confuse cli­mate with culture. Think of an iceberg. There is much more to the iceberg beneath the surface of the water than there is above the water. Climate is what’s above the water level and is easily seen. However, we all know the saying “all that glitters isn’t gold.”

As it relates to culture, the vast majority of the work that needs to be done is beneath the surface. Foolishly, many people and organizations believe that if an issue isn’t being discussed, it doesn’t exist. Noth­ing could be further from the truth.

I strongly believe that if issues are not being dis­cussed or have been driven underground, that sup­pression will eventually lead to an explosion. If we did the hard work of bringing those issues to the surface, the situation could be handled in a much more effec­tive manner.

This is where learning to C.O.P.E. with culture comes into play. When this acronym is properly implement­ed, it can support a well-functioning, welcoming, and inclusive culture where our organizational stakeholders feel valued and supported for their efforts.

C: We must strive to improve com­munication and civility among all stakeholders. When we do this, it provides the springboard for in­creased contributions on the part of all stakeholders.

O: We need to be open to opportunities that will allow ourselves and others to get better. This will take commitment and cour­age; culture isn’t a popularity contest, but its establishment is critical to our success.

P: This represents the need for stakeholders to un­derstand the process and to actively practice and participate in sharing as a tool to increase organiza­tion dynamics.

E: This means we have to effectively engage every­one and execute with excellence. No single part of the organization is more important than the other, and we have to meet people where they are and bring them along to where we need them to be.

Culture is critical to our continued development and creates conditions for personal and professional growth.

Read the article here.

JULIUS E. RHODES, SPHR, is founder and principal of the mpr group and author of BRAND: YOU Personal Branding for Success in Life and Business. He can be reached at jrhodes@mprgroup.info or 773.548.8037.


Rolling It

tpp-2016-03-rolling-itby Mark A. Vergenes

Changing jobs? 401(k) rollovers come with lots of choices. Learn how to make the best ones. 

If you’re changing jobs, you may be wondering what to do with your 401(k) plan account. No matter what stage you are in your career or how close you are to retirement, it’s important to understand your options.

Your Entitlements
If you leave your job (voluntarily or involuntarily), you’ll be entitled to a distribution of your vested balance. Your vested balance always includes your own contributions (pretax, after-tax, and Roth) and typically any investment earnings on those amounts. It also includes employer contributions and earnings that have satisfied your plan’s vesting schedule.

In general, there are two ways to become vested in your employer’s contributions to your retirement plan:

  • Cliff vesting means you’re 100 percent vested in employer contributions after three years of service.
  • Graded vesting happens gradually at 20 percent per year. After six years, employees are 100 percent vested.

Plans can have faster vesting schedules, and some even have 100 percent immediate vesting. You’ll also be 100 percent vested once you’ve reached your plan’s normal retirement age.

It’s important to understand how your particular plan’s vesting schedule works because you’ll forfeit any employer contributions that aren’t vested at the time you leave your job. Your summary plan description (SPD) will spell out how the vesting schedule for your particular plan works. If you don’t have one, ask your plan administrator for it. If you’re on the cusp of vesting, it may make sense to wait a bit before leaving if you have that luxury.

Don’t Spend It—Roll It
While your retirement plan’s pool of dollars may look attractive, don’t spend it unless you absolutely need to. Taking a distribution means you’ll be taxed at ordinary income tax rates on the entire value of your account except for any after-tax or Roth 401(k) contributions you’ve made. And if you’re not yet age 55, an additional 10 percent penalty may apply to the taxable portion of your payout. (Special rules may apply if you receive a lump-sum distribution and you were born before 1936 or if the lump sum includes employer stock.)

If your vested balance is more than $5,000, you can leave your money in your employer’s plan until you reach normal retirement age. Your employer, however, must also allow you to make a direct rollover to an individual retirement account (IRA) or to another employer’s 401(k) plan. As the name suggests, in a direct rollover the money passes directly from your 401(k) plan account to the IRA or other plan. This is preferable to a 60-day rollover, in which you get the check and then roll the money over yourself because your employer has to withhold 20 percent of the taxable portion of a 60- day rollover. You can still roll over the entire amount of your distribution, but you’ll need to come up with the 20 percent that’s been withheld until you recapture that amount when you file your income tax return.

IRA or Employer 401(k)?
Picking between your own IRA and an employer 401(k) plan looks like a tough choice, but assuming both options are available to you, there’s no right or wrong answer to this question. There are strong arguments to be made on both sides. You need to weigh all of the factors and make a decision based on your own needs and priorities. It’s best to have a professional assist you with this, as the decision you make may have significant consequences—both now and in the future.

Reasons to roll over to an IRA:

  • You’ll generally have more investment choices with an IRA than with an employer’s 401(k) plan. In a typical situation, you can freely move your money around to the various investments offered by your IRA trustee, and you may divide up your balance among as many of those investments as you want. By contrast, employer-sponsored plans typically give you a limited menu of investments (usually mutual funds) from which to choose.
  • You can freely allocate your IRA dollars among different IRA trustees/custodians. There’s no limit on how many direct, trustee-to-trustee IRA transfers you can do in a year. This gives you flexibility to change trustees often if you are dissatisfied with investment performance or customer service. It can also allow you to have IRA accounts with more than one institution for added diversification. In an employer’s plan, you can’t move the funds to a different trustee unless you leave your job and roll over the funds.
  • An IRA may give you more flexibility with distributions. Your distribution options in a 401(k) plan depend on the terms of that particular plan, and your options may be limited. However, with an IRA, the timing and amount of distributions is generally at your discretion (until you reach age 70½ and must start taking required minimum distributions (RMDs) in the case of a traditional IRA).
  • You can roll over (essentially convert) your 401(k) plan distribution to a Roth IRA. You’ll generally have to pay taxes on the amount you roll over (minus any after-tax contributions you’ve made), but any qualified distributions from the Roth IRA in the future will be tax-free.

Reasons to roll over to your new employer’s 401(k) plan:

  • Many employer-sponsored plans have loan provisions. If you roll over your retirement funds to a new employer’s plan that permits loans, you may be able to borrow up to 50 percent of the amount you roll over if you need the money. You can’t borrow from an IRA; IRA funds can only be accessed by taking a distribution, which may be subject to income tax and penalties. (You can, however, give yourself a short-term loan from an IRA by taking a distribution and then rolling the dollars back to an IRA within 60 days.)
  • A rollover to your new employer’s 401(k) plan may provide greater creditor protection than a rollover to an IRA. Most 401(k) plans receive unlimited protection from creditors under federal law. Creditors (with certain exceptions) cannot attach your plan funds to satisfy any of your debts and obligations, regardless of whether you’ve declared bankruptcy. In contrast, any amounts you roll over to a traditional or Roth IRA are generally protected under federal law only if you declare bankruptcy. Any creditor protection your IRA may receive in cases outside of bankruptcy will generally depend on the laws of your particular state. If you are concerned about asset protection, be sure to seek the assistance of a qualified professional.
  • You may be able to postpone required minimum distributions. For traditional IRAs, these distributions must begin by April 1 following the year you reach age 70½. However, if you work past that age and are still participating in your employer’s 401(k) plan, you can delay your first distribution from that plan until April 1 following the year of your retirement. (You also must own no more than 5 percent of the company.)
  • If your distribution includes Roth 401(k) contributions and earnings, you can roll those amounts over to either a Roth IRA or your new employer’s Roth 401(k) plan if it accepts rollovers. If you roll the funds over to a Roth IRA, the Roth IRA holding period will determine when you can begin receiving tax-free qualified distributions from the IRA. So if you’re establishing a Roth IRA for the first time, your Roth 401(k) dollars will be subject to a new five-year holding period. On the other hand, if you roll the dollars over to your new employer’s Roth 401(k) plan, your existing five-year holding period will carry over to the new plan. This may enable you to receive tax-free qualified distributions sooner.

When evaluating whether to initiate a rollover always be sure to:

  • Ask about possible surrender charges that may be imposed by your employer plan or new surrender charges your IRA may impose.
  • Compare investment fees and expenses charged by your IRA (and investment funds) with those charged by your employer plan (if any).
  • Understand any accumulated rights or guarantees that you may be giving up by transferring funds out of your employer plan.

Outstanding Plan Loans
In general, if you have an outstanding plan loan, you’ll need to pay it back or the outstanding balance will be taxed as if it had been distributed to you in cash. If you can’t pay the loan back before you leave, you’ll still have 60 days to roll over the amount that’s been treated as a distribution to your IRA. Of course, you’ll need to come up with the dollars from other sources.

MIRUS Financial Partners nor Cetera Advisor Networks LLC, give tax or legal advice. Opinions expressed are not intended as investment advice, and it may not be relied on for the purpose of determining your social security benefits, eligibility, or avoiding any federal tax penalties. All information is believed to be from reliable sources; however, we make no representations as to its completeness or accuracy. All economic and performance information is historical and indicative of future results.

MARK A. VERGENES is president of MIRUS Financial Partners and chair of the Lancaster
(Pa.) Parking Authority. He can be reached at mark@mirusfinancialpartners.com.

TPP-2016-03 Rolling It

The Art of Delegation

By Jennifer Tougas, PhD

I had a meeting with a colleague the other day. It was pretty easy to see that she was stressed out to the max. She was essentially doing the job of three people thanks to layoffs and job reassignments, and it was catching up with her. She has the kind of personality that wants everything to be perfect and feels personally responsible to do things so it’s all perfect. I recognized myself in her, as I have been accused on more than one occasion of being on the OCD, control freak, perfectionist side of things.

I shared this thought with her this morning. There is only one you and there are only 24 hours in the day. In addition to work, you have responsibilities at home, to children, spouses, pets, households, parents, etc. You also have to remember to take time to care for yourself along the way. And if you’re spread too thin, you run the risk of doing things badly, which makes you feel awful because you’re a perfectionist.

So recognize, because time is limited, that you’ll need to choose wisely how to spend that time. As you look at your task list, ask yourself, “Is it more important for this to get done?”, or, “Is it more important for this to be done by ME?” Delegate all of those “more important to get done” tasks to the talented people around you so you can spend time on the “more important for ME to do” tasks.

Delegating has the added benefit of engaging the people around you and using their talents, too. And it’s OK if they do things differently than you would–they are not you. Unless it’s absolutely wrong, let it go! If there is an opportunity to coach them up a bit so that next time, feel free. Just don’t redo it from scratch yourself. That defeats the purpose of delegating the task to begin with.

If you find yourself feeling overwhelmed by what lies ahead, ask yourself, are there some talented people around me who can help?

Jennifer Tougas, PhD, is director of parking and transportation services at Western Kentucky University and a member of IPI’s Board of Directors.


Debunking Common HR Myths

By Andi Campbell

A simple Google search using an HR buzz word or phrase such as talent management, LMS, social recruiting, ATS, or off-the-shelf content will yield thousands and thousands of articles, ideas, and sales pitches.  If you’re like most people these days, you probably don’t have the time (or energy!) to navigate  through all of that information.

When it comes to developing and executing effective people strategies that drive strong, measurable results, your plan doesn’t necessarily need to be fueled by the latest technology or concept.  In fact, sometimes the most savvy and innovative ideas are too complicated for execution, and without assessing your company’s cultural readiness, a major investment (in time and/or money) could be a big mistake.

Narrow your focus to no more than one or two major initiatives each year that will really move the needle, and make sure they’re measurable.  Are you trying to improve the recruiting process?  Maybe it’s an applicant tracking system. Are you trying to measure effectiveness of training?  Maybe it’s a learning management system.  Are you trying to reach the millennial workforce? Maybe it’s social recruiting processes. The key is to clarify your desired outcome so you can narrow your search.  Join us for our session, Debunking Common HR Myths, during the IPMI Conference & Expo in Anaheim, and we’ll share some actionable ideas you can immediately implement!

Andi Campbell is senior vice president, people and culture with LAZ Parking. She will present on this topic at the 2019 IPMI Conference & Expo, June 9-12 in Anaheim, Calif. For more information and to register, click here.

Where Do We Go from Here?

By Julius E. Rhodes, SPHR

HUMAN RESOURCES (HR) has come a mighty long way, but we still need to do more. Most millennials are already a part of our workforce—in fact, millennials are the biggest segment of the U.S. labor force. The oldest members of Gen­eration Z are starting their careers now, while baby boomers continue to make their retreat. We must keep in mind that our ability to be successful will require us to repre­sent the interests of the people we serve. At the end of the day, it’s people that matter.

Designing a culture, addressing the climate, and being obsessive about ensuring organizational pro­cesses are all critical. I see the correlation between climate and culture as an iceberg: What is beneath the surface of the water is much more expansive than what we see above. Climate is what we see above the water level, but culture (beneath the water) will re­quire us to do some very real and hard work.

Martin Luther King Jr. once famously said, “I can never be what I ought to be until you are what you ought to be, and you can never be what you ought to be until I am what I ought to be.”

Establishing Balance

What will it take to accomplish this feat? In a word, balance—between the instrumental approach to HR, which emphasizes the pure business objectives, and a humanistic approach, which is more broadly focused on concern for people and the business.

It doesn’t matter how we arrived where we are today. Whether you are a boomer, millennial, a mem­ber of Gen Z, or any other designation, we’re all in this together, and our ability to connect and support each other is essential to our success. We need to remember that while our age might place us in a cer­tain demographic category, that category is not the be-all and end-all regarding how we see ourselves and how we identify and associate with others.

The common thinking is that millennials don’t save or aren’t loyal to an organization. The common think­ing is that baby boomers aren’t tech savvy or that they lack creativity. I say hogwash—all we need to do is identify one millennial who is an astute investor or has designs on staying with a firm or one baby boom­er who not only knows technology but was an early adopter, and the common thinking goes out the door.

If you are like me and many others, you certainly know people whose ability to relate and identify with other generations places them in a different realm than the one in which they were born.

Where we go from here depends on a few things. HR can lead the charge, but it cannot be solely re­sponsible for its ultimate success. Success always requires a team effort. Here are the areas we must all rally around:

  • Engaging others, networking, and emotional intelligence.
  • Moving from employee to intrapreneur (some­one who promotes innovative development and marketing).
  • Using your personal brand to influence others.

Emotional Intelligence

As we think about the future, we hear a lot of talk about augmented reality and artificial intelligence, but it is emotional intelligence that will drive our ability to develop effective networks and engage others. Without going into a technical dissertation, emotional

intelligence operates in two primary domains: self-competence and social competence. Self-competence means self-awareness and self-management. Social competence means social awareness and relationship management. Not only are these areas of self-discovery, but if we are able to master them, they will allow us to help move our team members from being employees to having a more vested interest in our operations.

Your Brand

I’ve spoken a great deal about personal branding and have written a book and workbook on the topic. Having a consistent personal brand is paramount to put people at ease and connect to us. A consistent personal brand will either bring people to you or push them away; no matter how good we believe we are, we all need advocates. Just because we are successful today doesn’t mean we will continue to be so tomor­row, especially if we lose sight of the most important aspect of our existence: the people we work with and through to accomplish our objectives.

Achieving the balance I spoke of earlier may well be the tipping point for HR and our organizations. If we are to continue to move forward and be the best, we must be that for each other and those we serve.

Read the article here.

JULIUS E. RHODES, SPHR, is founder and principal of the mpr group and author of BRAND: YOU Personal Branding for Success in Life and Business. He can be reached at jrhodes@mprgroup.info or 773.548.8037.

Correction vs. Encouragement

By Jay Manno

Correction does much, but encouragement does more. – Johann Wolfgang von Goethe.

Knowing is not enough; we must apply. Willing is not enough; we must do. Johann Wolfgang von Goethe.

Everyone has their own unique personality and style. Without education, correction, and leadership from others, we would all be disasters. While these things are imperative, I’ve found that I correct my ways out of humility and respect toward others and my advisors.

I know we can all relate: At some point in our careers, we have worked around people who are surrounded by negativity and are unable to be uplifting. Let’s not get into the debate about generations being too soft, how we were raised, how kids should be punished, or whether managers should be tough. From my own experience, I know an encouraging note, email, call, or conversation inspires me to do better every single time. A note of pure correction won’t have the same effect.

Have two conversations with your team. First, correct them sternly after a mistake and walk away. The second time, encourage them to improve from their mistakes and tell them they have all the skills and abilities to be successful. I’m curious which one will produce better results–in my experience, it’s the latter. Let’s lift each other up. Be inspiring to those who need inspiration and accept inspiration from those who offer, but always lift each other up.

Jay Manno is vice president, new market development, with Southland Printing.