KPIs vs. OKRs: Differences and Examples
Think of your team’s resolutions for this year. Did you achieve desired results from your efforts? Which specific initiatives were effective? Which were not? Reviewing your overall performance is important when gauging what you’ve accomplished throughout the year.
Performance Review: Templates, Tips, & More
There are plenty of words and phrases that will immediately put a pit in any manager's stomach. I'm overworked. I'm unhappy. I quit. There's another one that deserves a spot on the list: It's time for performance reviews. At their worst, performance reviews are daunting, nerve-wracking, dreaded obligations — for managers and employees alike. At their best, they're frustrating inconveniences or seemingly trivial exercises that eat into the time everybody needs to do their real work. Yet employee performance reviews arrive on the calendar like clockwork. And if you're going to have to do these reviews anyway, you might as well make the most of them so that you and your direct reports can get as much value as possible out of this mandatory process. This guide has everything you need — including several different performance review templates — to make your performance reviews a little more beneficial (and a lot less bothersome). Do employee performance reviews actually matter? Employee performance reviews have faced a lot of scrutiny in recent years, and a whopping 95% of managers admit that they're dissatisfied with the formal performance appraisals at their companies. Despite the groans and eyerolls (some of which are well-deserved), conducting formal employee performance evaluations offers a number of benefits for employees, managers, and the entire organization: Provide and receive regular feedback: 92% of employees say that they want to receive feedback more than once per year. They crave guidance and information, and frequent performance reviews (i.e, not just annual ones) provide a reliable and regular opportunity to offer employees insight into their strengths and weaknesses, skills and areas for improvement. Highlight growth opportunities: Even if the review process feels daunting, 64% of employees say they receive helpful feedback from their performance evaluation — they get their hands on information that helps them learn and grow within their careers. Plus, when 49% of employees say they want to develop their skills but don't know where to begin, these feedback conversations are a chance for managers to understand their direct reports' career desires and help them hash out plans for their professional development. Clarify expectations: Only about half of employees strongly agree that they know what's expected of them at work. While review conversations are focused on performance, they also involve reiterating goals, responsibilities, and expectations. That means workers have a better understanding of what success looks like in their role — and how they can advance and set goals if they're eager to do so. Solicit feedback: Performance reviews aren't about one-sided evaluations, reprimands, and punishments. They should be two-sided dialogues with an aim to make your team as effective and efficient as it can be. That means performance evaluations are also a chance for you to collect insights and opinions about how you can be even more supportive and impactful as a manager. While employee performance reviews might involve some hard-to-hear constructive criticism and some anxiety-inducing discussion points, they're a valuable opportunity to build trust, offer support, and ultimately work toward a high-performing team and organization. Acing performance management: Six tips to help employees thrive Your performance reviews go a long way in encouraging your employees to reach their full potential — provided you do them right. Before we get into the performance review examples and templates, here are a few best practices to keep in mind as you tackle the review process: 1. Prioritize continuous feedback For feedback to be effective, it needs to be a core component of your culture — not something that happens once or twice each year. That's likely why annual performance reviews are falling by the wayside in some companies and industries. Formal performance evaluations absolutely still have their time and place, but they shouldn't be the only time your employees are getting your insight. Nothing that comes up in the review should be a surprise. You should be offering feedback regularly and not saving it all for review time. 2. Set a positive tone Performance reviews feel nerve-wracking for you as the manager, but even more so for your employees. To ease some of those butterflies, frame the conversation positively. It's a chance for them to learn, grow, and improve — and not a chance for you to dish out criticism, highlight their mistakes, or make them feel unworthy. 3. Offer examples For any piece of feedback you offer, be prepared to give a tangible, real-life example of that behavior or skill. Rather than saying, "I'd like to see you speak up more in team meetings," say something like, "I know you had tons of great ideas about how to improve our work intake process, which you emailed to me after a team meeting. The entire team could benefit from hearing your suggestions, so I'd like to see you work on speaking up more in team meetings rather than saving all of your contributions for afterwards." This helps you go beyond generalities and provide specifics, which is far more impactful for employees. 4. Provide a written review ahead of time For "traditional" reviews ( when managers provide feedback to their direct reports), it's smart to do a written portion and provide that feedback document to the employee ahead of any conversation. When you do meet, you're both equipped to have a productive back-and-forth dialogue about the comments you provided, as the employee has already had a chance to digest those remarks and come up with questions. Plus, this approach makes your meeting feel like more of a collaborative effort and less of an interrogation. 5. Clearly detail action items Employees are faced with an avalanche of information during performance reviews that can feel overwhelming. Much like with any other meeting, cap off your conversation by clearly highlighting action items. Employees should walk out of their reviews with no doubts about what steps they're expected to take next. 6. Ask for feedback Performance reviews are often synonymous with offering feedback, but it's also your chance to collect information about your employees' goals, frustrations, and experiences — as well as how you can improve as a leader. Four employee performance review templates Now that you've laid the groundwork, you're ready to move forward with your performance reviews. While providing feedback to a direct report is likely the first thing that springs to mind, that's not the only type of review that exists. Below, we're digging into four unique types of employee perfomance reviews, why they're beneficial, and when to do them — along with some employee evaluation templates to help make the process a little bit easier. 1. Self-reviews What this type of performance review is: Employees are given questionnaires or are provided with prompts to reflect on their own work, goals, and challenges. As the name implies, they're reviewing themselves — and they often follow that up by discussing their remarks with their manager. When this type of review happens: Usually every quarter or twice per year. Self-reviews typically happen alongside the more "traditional" employer review, so that that feedback can be compared to see if the manager and direct report have similar perceptions of the work that's being done. Why this type of review matters: Reviews don't have to mean constantly handing down instructions from on high. This type of review gives employees a chance to be more introspective, think through their own progress and experiences, and identify other career ambitions they want to pursue. How to conduct this type of review: Provide each employee with a questionnaire or template to fill out. It will include various questions that they should answer about their role, skills, achievements, and more. Make sure to give them adequate time (at least a week) to complete the questionnaire before any follow-up conversations are scheduled to discuss their answers. This isn't something you want them to rush through. Performance review template for self-reviews: Not sure how to get your employees' wheels turning? This template will provide some inspiration for what you should be asking. Question: Employee's Answer: Your name: Your job title: What do you consider to be the primary responsibilities of your role? What do you like most about your current role? What would you like to change about your current role? Which of your job responsibilities excite and energize you? Which of your job responsibilities make you feel drained and depleted? What achievement are you most proud of from the past [number] months? What's the most difficult situation you've faced at work in the past [number] months? On a scale of 1 (poor) to 5 (excellent), how would you rate your performance since your last review or check-in? What skills would you like to work on building ahead of your next evaluation? What goals would you like to work toward ahead of your next evaluation? How can your manager support you in achieving those goals? Is there anything else you'd like your manager to know? 2. Peer reviews What this type of performance review is: Colleagues who work regularly or closely with an employee are asked to review their coworker's performance, skills, and contributions. When this type of review happens: Usually annually or twice per year. Again, it's often a piece of a more complete performance review process (something you might hear referred to as "360 degree feedback") where employees do self-reviews and also receive remarks from their managers, their colleagues, and, if they're in leadership positions, their direct reports. Why this type of review matters: Managers don't always have direct, hands-on insight into how employees are doing. Colleagues who work closely with other team members are sometimes better able to give more in-depth, specific, and helpful feedback to their fellow teammates. How to conduct this type of review: Employees will receive one questionnaire per coworker that they need to review. It's up to you to decide whether this feedback will be anonymous or not. Employees might feel more comfortable being candid if they know their name isn't attached to their comments, but it could also send the message that honest feedback is something that should be secretive. It might be worth asking your team what they'd prefer between anonymous and direct peer feedback. Performance review template for peer reviews: Here's a short template that can help guide your direct reports as they reflect on the skills and contributions of their team members. Question: Employee's Answer: This peer feedback is for: What does this colleague do particularly well? What areas could this colleague improve? What sets this colleague apart from other members of the team? What company values does this colleague embody? What three words would you use to describe this colleague? Is there anything else you'd like this colleague to know? 3. Team performance reviews What this type of performance review is: Rather than focusing on individual employees, this type of review looks at the team as a unit to understand how it's functioning and what areas need to be improved. When this type of review happens: A formal team review can happen annually or twice per year. But more likely than not, you're regularly having a lot of these conversations during project retrospectives and other opportunities when you and your team reflect on your work together. Why this type of review matters: Nobody works in complete isolation, and team members need to collaborate effectively to get work accomplished. Team reviews are your chance to take a magnifying glass to your entire team and identify what's working well and what needs to be changed. How to conduct this type of review: You have some flexibility to approach this in a way that works best for you and your team. You could provide a questionnaire for employees to fill out independently in their own time. You could pull everybody together for a candid discussion and work through these questions together. Or you could do a combination of both and have team members fill out the questionnaires independently, pool the feedback, and then come together to discuss the results and findings. Again, you might want to ask your team about their preferred approach. Performance review template for team reviews: This performance review template can help you go beyond individual performance and get a more holistic view of how your entire team is functioning. Question: Employee's or Team's Answer: Team or department: What areas does our team excel in? What areas does our team struggle with? Are there any important skills you think our team is missing? Can you provide an example of a time or project when our team worked well together? Can you provide an example of a time or project when our team struggled to work together? Are there any team processes that seem bloated or broken? On a scale of 1 (very uncomfortable) to 5 (very comfortable), how comfortable are you voicing your ideas and feedback to the team? Which company values do you think our team embodies best? Which company values do you think our team needs to work on? Is there anything else you'd like to share? 4. Employer reviews What this type of performance review is: This is the "traditional" type of review that likely comes to mind when you think about performance reviews. It involves a manager providing feedback to a direct report. When this type of review happens: Quarterly or twice per year. But remember that regular feedback should also be provided during one-on-ones with team members so that nothing feels unexpected during the review period . It should build upon conversations you've already had. Why this type of review matters: As the employee's manager, you're the one ultimately responsible for guiding and shaping their development. Employees say that the most meaningful recognition comes from their own manager. These reviews are a chance for you to prove to employees that you're invested in their experiences, their growth, and their success. How to conduct this type of review: You should complete the written portion of the employee's review first and provide that document to them. Give them a chance to review and come up with questions so that you can talk through your feedback. As you work through this, ensure that your employee evaluation form isn't overwhelmingly negative but that you aren't sugarcoating things, either. Harvard Business Review research has found that six positive comments for every negative one is the most effective balance. It's not about cushioning the blows, but rather about proving that this is a development conversation — and not a firing squad. Performance review template for employer reviews: Below is a performance review template that you can complete for each of your employees and then share with them ahead of your one-on-one review conversation. Question: Manager's Answer: Employee's name: Employee's job title: 5 (Exemplary) 4 (Above Average) 3 (Average) 2 (Below Average) 1 (Poor) Communication skills Conflict resolution Problem solving Self-motivation Team player Time management Overall performance Question: Manager's Answer: What goals has the employee met since the last evaluation? What goals did the employee fall short of? What are the employee's key strengths? What are one or two areas of improvement for the employee? What value does this employee bring to the team and overall organization? What key skills would you like to see the employee develop? What is an example of a specific task or project the employee excelled in? What goals would you like to see the employee work toward ahead of the next evaluation? Is there anything else you'd like to share? Wrike can help you manage your team (and so much more) Performance reviews are important — but they aren't the end of the road. In fact, they're the starting point. You'll use your performance reviews to identify areas of improvement. Then it's your job as the manager to keep employees moving in the right direction through clear responsibilities and action items, motivating goals, and all of the resources they need to achieve those targets. Wrike can help you do all of that (and more) by: Providing visibility into your team's projects, tasks, and deadlines Boosting transparency and trust across your entire team Giving you templates you can use for performance management, work intake, and more Centralizing communication so you can always get the context you need Equipping you with metrics and examples to provide data-backed performance reviews In short, you'll have a much easier time monitoring progress and completing your performance reviews if you have a single source of truth to turn to for updates and information. Wrike makes it that much easier to keep your finger on the pulse of how your entire team — and each individual member — is doing so that you can transform review conversations from problematic and sweaty-palm-inducing to positive and productive. Ready to help your team achieve their peak potential? Get started with Wrike today.
Boss vs. Leader: What Is the Difference?
There is a big difference between boss vs leader. Good leaders not only motivate and inspire their teams to perform their best, but they are also part of the team themselves. They find a healthy balance between managing, leading, and jumping in to help when needed. They are also constantly researching new methods and ways to be a better leader. People seek out good leaders to work for and turn to them for advice and encouragement. In this article, we’ll help you identify the subtle ways to align your behavior with that of a true leader. Keep reading to learn more about the differences between the two and which responsibilities every great manager and business owner should have on their list if they want to skyrocket to company-wide success. What is the difference between boss and leader? A boss manages their employees, while a leader motivates and helps them reach their goals. How do you differentiate the two? It’s all about mindset and action. Here are some of the biggest boss vs leader differences: A leader has an open mind; a boss already knows it all Leaders will adopt a growth mindset. That means they are open to learning new ideas, hearing interesting takes from others, and are willing to try new things as they come up. This helps foster a more creative work environment for everyone. It also helps the entire team feel supported in the work they do, which leads to more productivity and better results. A leader collaborates; a boss dictates Leaders like to work with other people to get the best positive results they can as a group. They don't simply rely on one or two managers to oversee progress. Although a good manager is a serious asset, leaders are hands-on, brainstorming side by side with partners and employees on the team to come up with innovative solutions. A leader empowers; a boss keeps a watchful eye Leaders also set up systems and processes that make it easy for employees to make decisions on their own with minimal supervision. This can relate to finances, task management, and even customer relations. With proper communication, leaders make it easy for their team to have a certain level of autonomy no matter what they're working on. A leader takes the blame; a boss puts the blame on others When a team fails, a leader believes that it's their responsibility to figure out what they did wrong before moving on to evaluating other people. They know that if a project didn’t meet expectations, it may relate to the workplace culture, the systems they put in place already, or an oversight of theirs that can and should be corrected for the next project. Understanding the functions of management certainly helps too. A leader sets an example; a boss makes an example out of people Leaders make sure that the rules apply to them too. They follow them, work them out, and make revisions as needed. They model the behavior they wish to see in the workplace. This often involves thinking positively, showing up early, and showing up often. Are you a boss or a leader: which one works for you? Today's competitive marketplace demands that you produce extraordinary results. How you choose to do that is up to you. But you may already have a leadership style in place that isn’t the best for you or your team. Even if it has worked up until this point, it’s important to seriously consider where you are now and where you’d like to be. Ask yourself these questions to discover whether you are a boss vs a leader: Do I do my best to make sure everyone’s voice is heard? Do I prioritize self-improvement and continuous growth in my field through books or higher education? Do I help employees learn from their mistakes? Do I actively look for untapped talent within my team? Do I help others fulfill their potential? Do I listen more than I talk? Do I hold myself to the same standards I’ve set for my team? If you’ve answered ‘Yes’ to some or all of these questions, then you are indeed a leader. If not, examine the areas in which you answered ‘No’ and consider what you can improve on. Boss vs leader: can I be a better boss than a leader? At this point, you may be wondering: are there any circumstances in which it’s better to be a boss than a leader? In some work environments, especially those that are fast-paced and high-stress, being a boss feels more intuitive. When you're short on time, you have to move quickly and make sure others do the same. For example, let's say you work for a catering company. You're serving a multi-course dinner to a high-profile client and your servers need to be at the top of their game. Let’s take a look at the actions of boss vs leader in this scenario. A boss would dictate orders as they come up, berating employees for being too slow, or even simply expecting new hires to know everything even on their first day. A leader would instead make communication clear and respectful. They would also offer a level of understanding for mistakes. A great leader will even proactively empower collaboration among this subset of the team so that they can troubleshoot together as you manage the rest of the event. In essence, a boss and a leader do the same things but in different ways with a vastly different skill set. Difference between boss and leader responsibilities The responsibilities of boss vs leader seem pretty similar at first. But once you compare them side by side, it’s easy to see how very different they are. Boss responsibilities include: Creating goals Organizing Making plans Delegating Developing strategies Leader responsibilities include: Creating visions Innovating Inspiring action Empowering others Developing culture Both techniques arrive at the same outcome eventually. But the journey getting there might look quite different. While bosses rely on themselves and their own innate ability to think for their team, leaders actually do less while making their employees happier by letting them think for themselves. Take a look at our leadership infographic Leadership matters today no matter what situation you are in. And it can be the single biggest factor that makes a difference in achieving extraordinary results. More resources to level up your leadership skills Blog: How to Show Leadership in Project Management During Times of Crisis eBook: It’s Not Me, It’s You: Why Managers Need to Break Up With Email and Spreadsheets Blog: How to Develop the Essential Skills to Be a Project Manager Blog: 15 Books Every Manager Should Read Blog: 9 Ways to Develop Your Leadership Skills Blog: Which of These Leadership Styles Is Right for You? (Decision Tree) Blog: Ask the Industry Expert: "What Soft Skills Do I Need as a Project Manager?" Blog: What Makes a Good Manager?
Which of These Leadership Styles Is Right for You? (Decision Tree)
Can you picture the best boss you have ever had? How about the worst? When we think about leadership, we often put leaders into two buckets: good and bad. Most of us can quickly identify who these individuals are in our career stories, but the truth is, leadership isn’t simply good or bad. Many different leadership styles are based on skills, philosophies, and personality traits. And certain leadership styles are more effective in specific environments and scenarios. In this guide, we’re breaking down common leadership styles so you can identify which one is best for you (hint: there’s no “right” answer, but there may be a style that suits your team the most). How to define leadership Defining leadership isn’t just about a fancy title or management role. At some point in your career (if you haven’t reached it already), you might find yourself leading a project, team, department, or even an entire organization. The word “leadership” can mean different things depending on who you ask, but in its purest form, leadership is all about influencing or leading others toward a shared goal. A leader can successfully guide an individual or a group of individuals. Think of leadership as a broad skill with a subset of more specific skills beneath it, such as empathy, active listening, dependability, and timely communication. Effective leaders are must-haves within every organization. With that in mind, various leadership styles ultimately come down to two factors: your unique personality and what your team best responds to. Which leadership style is best for you? Are you wondering which leadership style is the best for you? Here’s the good news: There is no single, best approach to leadership. And even if there were only one correct answer, it would be challenging to fit a specific mold that doesn’t compliment your unique personality or your team’s relationship. You likely lean naturally toward a particular leadership style, but keep in mind that you can also practice alternative approaches and use them in situations that might feel appropriate. Understanding the different types of leadership styles provides you with an opportunity to understand your strengths and weaknesses and, ultimately, how to become a better leader. Different types of leadership styles with examples So, what different approaches are there? Let’s look at five common leadership styles and how they might appear in the workplace. Autocratic leadership style Autocratic leadership is exactly what it sounds like — it prioritizes direction and guidance from the leader with little input from other team members. Also known as authoritarian leadership, this leadership style is exemplified when a leader takes control over decisions, implements policies and procedures without input, and decides what the future vision is. Autocratic leadership has been linked to the following benefits: Quick decision-making: Since authoritarian leaders often make decisions with little to no input, decisions are made quickly, which is a huge benefit in times of urgency. A strong sense of structure: For teams that need a strong sense of direction, authoritarian leaders can often get them back on track in no time with a clear and concise goal and plan for getting there. However, an autocratic leadership style poses challenges, including: Little room for collaboration: When the decision-making power lies solely with the leader, a team may not feel like they have space to collaborate openly and bring new ideas to the table. Stereotyped as lacking empathy: Despite your best efforts to show your team you care, the autocratic leadership style is often viewed as cold and lacking empathy. These types of leaders can be intimidating at times. You might be an autocratic leader if you get things done quickly and efficiently, taking it upon yourself to make decisions and assuming responsibility for project outcomes. Your team can focus on their tasks without shouldering the responsibility of larger decisions, which can be particularly effective during high-stress projects. Just make sure you're not missing out on valuable input from your team members by making unilateral decisions. Laissez-faire leadership style A quick Google search reveals “laissez-faire” is French for “let it be,” and that’s precisely the root of this leadership style. Laissez-faire leaders trust and rely on their teams to get the job done. They take a step back and don’t micromanage or give too much guidance. Instead, they empower their teams with the resources and tools they need to do their work and then get out of their way. Benefits of Laissez-faire leadership include: Relaxed and trusting culture: People don’t feel micromanaged by a leader who leaves employees to do their jobs the way they want. This can create a more relaxed and trusting company culture. Creativity thrives: When employees work under laissez-faire leaders, they are more likely to be creative because they have the authority to try new things and think outside of the box. Some drawbacks of laissez-faire leadership include: Lack of clarity: It can be challenging for team members to understand and identify who makes decisions when leaders use this leadership style. Chaos can ensue if a team isn’t organized or clear on roles and responsibilities. Leaders might seem disengaged: Laissez-faire leaders may be viewed as disengaged, uninvolved, or withdrawn due to their willingness to step away and not micromanage. This can potentially cause tension between leaders and their team members if a level of support is missing. You might be a laissez-faire leader if you’re a laid-back, hands-off leader, letting your team make its own decisions while providing support and resources when necessary. Because of their autonomy and your trust in them, your team tends to have high employee satisfaction. This leadership style is well-suited for teams of highly-skilled, motivated workers. Be careful that your team doesn't mistake your casual leadership style with apathy, or they may not stay engaged, manage their time well, or lack sufficient direction or knowledge to do the job right. Participative leadership style The participative leadership style is all about — you guessed it — participation. Sometimes referred to as democratic leadership, these leaders encourage everyone to join in on decision-making, whether on a team or organization-wide. The key is to gather collective input with the leader still holding the final decision-making power. Participative leadership has been linked to the following benefits: A shared sense of value: Engaging and including team members in the decision-making process can make them feel valued and heard. Involving employees in the process of identifying change can increase staff buy-in that helps teams succeed when changes are implemented. Innovation is encouraged: Leaders engage entire teams in decision-making processes, which leaves room for individuals to innovate and bring their ideas to the table. Supported innovation is a perk for employees and organizations. A participative leadership style poses challenges including: Reaching consensus can be challenging: When opening up decision-making efforts to a larger group, reaching an agreement that satisfies all stakeholders can be difficult. The process can become inefficient, costly, and arduous. Social pressure might creep in: No matter how hard you try to encourage individual decision-making, social pressure may sneak into your team or organization. Influential team members could intentionally or unintentionally sway people to vote in a way they may disagree with, causing tension down the road. You might be a participative leader if you seek to involve all team members or key stakeholders in your decision-making process. You believe in providing an equal chance to weigh in through group discussions and other forms of gathering collective input. Be careful not to slow down progress in a detrimental way and become more inefficient than helpful as a leader. Transactional leadership style The transactional leadership style is built on a system of rewards and penalties involved with a work-related transaction. Think of it this way: transactional leaders provide clear directions to team members and expect them to complete tasks and meet deadlines accordingly. Leaders then use rewards or penalties to recognize or discipline team members based on their contributions and execution. Benefits of transactional leadership include: The method is easy to understand: There’s little room for interpretation in a reinforcement system. When employees are rewarded, they know it's for a job well done, while disciplinary actions follow a job that needs improvement or that doesn’t meet standards and expectations. Equal treatment amongst team members: A transactional leadership style removes personal feelings and playing favorites from the equation. All employees are held to the same expectations and receive the same response to their work. Drawbacks of transactional leadership include: Leaders might seem impersonal: A rewards and punishment system can make leaders seem blunt and neutral. This can cause some team members to feel disliked or even unvalued. Limited flexibility: Employees may feel like they can’t deviate from the norms you set or fear they will be punished if they stray too far from the pack. You might be a transactional leader if your team knows exactly what’s expected of them. After all, they’ve agreed to follow your directions by taking the job, and you’re crystal clear about each team member’s roles and responsibilities. You are not a micromanager. When you delegate, the other person is fully responsible for completing the task successfully. You have clear systems for rewards and discipline, and your team is confident that they’re evaluated based solely on their abilities and contributions, not office politics. Transformational leadership style Transformational leadership is a leadership style in which leaders inspire their teams and employees to work toward a needed change and guide them to become better versions of themselves. This type of leadership can focus on the individuals the leader is guiding to help them grow in their careers or on a broader organizational shift. Transformational leadership has been linked to the following benefits: Increased innovation and creativity: The collaborative environment that transformational leaders encourage breeds increased innovation and creativity across teams. Higher team morale: Transformational leaders make their team members feel heard and valued, boosting morale and even team performance. A transformational leadership style poses challenges including: Added pressure on the leader: Transformational leaders may take on an added sense of pressure to develop their team members. But while investing time into helping everyone is admirable, burnout can quickly arise. Too much focus on growth can distract from other goals: In addition to helping employees grow, business objectives and team goals need to be met. Too much emphasis on personal growth or organizational change can distract from these necessary goals if transformational leaders aren’t careful. If you motivate your team by creating a shared vision or aspirational goal, you might be a transformational leader. You see projects as opportunities to both accomplish short-term project goals, and on a larger scale, to make positive changes in how the organization gets work done. You have high emotional intelligence and value integrity and expect the best of your team while also holding yourself to a high standard of accountability. Find your style and become the best leader you can be Remember, there is no such thing as the “right” leadership style. What works best for you may not be the same as what works best for others, and that’s perfectly okay. The important thing is to always keep your unique personality and your team’s best interests in mind. No matter your leadership style, Wrike can help you communicate with and lead your team more effectively. Sign up for a free trial today.
Maslow's Theory of Motivation in Project Management
Maslow's Hierarchy of Needs can be used to plan any type of project. In fact, the Maslow Theory of Motivation can be the key to unlocking successful project results. Although all of these requirements appear to be unrelated to project management, they can be adapted to suit many areas. Self-actualization, esteem, belonging, safety, and psychological well-being are among the needs that project managers must strive to achieve if they want to unlock that next level of project success. In this article, we’ll explain the hierarchy of needs, how to apply it to a project, why it is important, and how Wrike can help. Keep reading to discover some examples and benefits of the Maslow Theory of Motivation that will give you an edge in your project planning you never knew you needed. What is Maslow's theory? Maslow’s theory of the hierarchy of needs is a concept commonly used in psychology and various professions to help people reach their goals and live happier, more productive lives. This concept was created by psychologist Abraham Maslow after he observed how certain animals prioritized their needs based on their unique behavior patterns. Nowadays, this tool is used to study how humans respond to different kinds of behavioral motivation. The goal is to work your way up the Maslow hierarchy pyramid from psychological needs all the way up to transcendence. According to Maslow, each level must be achieved in order to reach the next level and will eventually lead to fulfilling your highest potential in life. These are the steps: Psychological needs Psychological needs include the essentials humans need for survival. Food, clothing, and adequate shelter are among our basic psychological needs. Safety needs Safety is also sometimes thought of as security. This includes feeling secure physically, emotionally, financially, and socially. Job security is a good example of this type of need. Belonging and love needs Human beings are social creatures and require many types of love in order to fulfill this portion of Maslow’s pyramid. Examples include romantic love, family connections, friendships, a sense of community, and even a healthy work culture. Esteem needs This category of needs has to do with how we view ourselves or how we believe others view us. Respect, self-esteem, and status are a large part of this category. Cognitive needs Cognitive needs are related to our mental stimulation and continued growth. Additional education, job or skills training, and a general sense of curiosity about the world are all great examples. Aesthetic needs Aesthetic needs have to do with how we perceive our surroundings and the world we interact with. To be fulfilled in this area we must see beauty, art, order, form, and balance in the majority of our spaces. Self-actualization This is the state we hope to achieve after fulfilling all of the lower levels. In this category, we are satisfied with our lives and our work. We are certain that we are living our best lives and realizing our true potential. Transcendence We have unlocked holistic consciousness and are now one with humanity, nature, and the world around us. In essence, it means to transcend so far beyond our own needs in order to be in tune with needs outside of ourselves at a high level. Some illustrations of the Maslow theory of motivation show only five major categories: psychological, safety and security, love and belonging, self-esteem, and self-actualization. These broader strokes include all of the above eight steps we mentioned but both are useful to know when studying this concept. Hierarchy of needs example To use our project management example, in order for a project team member to secure their psychological needs, they must first have the basics for survival, including clean water and shelter. After that, they’ll need to have a strong sense of security in their life, which in this context may mean job security. Next, their work relationships should be enjoyable and fulfilling. Then, they’ll need to feel confident in their performance in order to reach a level of self-actualization in their project work. Once that’s achieved, they’ll have the freedom to be more spontaneous, creative, and motivated to produce great results. The benefits of understanding employee motivation theories Having the confidence to know that your needs (and the needs of your team) are being met can help you achieve success. It can also influence the attitudes of those around you. Self-actualized employees are a project manager’s dream come true. Their personalities are often warm, grounded, and positive. They’re able to see issues from multiple perspectives and understand human nature well enough to make fair yet balanced decisions. They also tend to be great at working both independently and in groups. Even having just one self-actualized team member on board can influence the rest of the group and improve project outcomes or, at the very least, everyone’s experience of the project. How is Maslow's hierarchy of needs used in project management? In project management, Maslow’s hierarchy of needs is often used to determine how to motivate and make sure that the needs of employees are met. This concept has been especially important in recent years. During the past 18 months, many people experienced burnout due to the pandemic. Aside from COVID-19, we also witnessed extreme environmental disasters and social and political upheaval. It’s no secret that this has impacted many in the workplace. And, as you can imagine, mental health and employee wellness issues can have a significant impact on a company's culture and project goals. Establishing a mental health program and providing resources for employees is an important step in addressing this issue. Applying the Maslow theory of motivation in project management isn’t the only way, but it is a significant one. This is especially true as we reenter the workplace after the pandemic. Despite all of the changes in the world, our basic human needs are still the same. By honing in on the direct application of this theory, project managers can provide a foundation for employees to feel great and do great work, which is a cornerstone of authentic leadership. Using Wrike to ensure needs are met Wrike is a project management tool used to help employees achieve their highest potential. Wrike makes it easy to communicate goals and objectives through features such as visual Gantt charts. Giving employees insight into how their work fits into the big picture makes them feel important and needed. Their work is more fulfilling when it ties back into a shared vision. Wrike also allows project team members to be both autonomous and interconnected with the rest of the group. This is done through individual task assignments that include details such as owner, approver, and dependencies. This level of structured freedom makes it easier to build trust among employees while allowing room for their own creativity and independence. It also allows them to take calculated risks while leaders provide oversight without micromanagement. Wrike also gives users the ability to provide feedback at any stage, which is essential for growing employee confidence. Team members can loop others into ongoing conversations with @mentions so that they can get questions answered and receive notes as needed. They can also apply the feedback and request approval from specific department members directly within each individual task, making teamwork easier while increasing their sense of belonging. Ready to foster a community of employees whose work and lives are a reflection of their very best selves? Get started today with Wrike’s two-week free trial.
A Quick Guide to the MoSCoW Method Technique
The MoSCoW method is a prioritization technique used by project and campaign managers to work smarter not harder. In this quick guide, we’ll explain exactly what the MoSCoW method is, how it works, and provide some examples you can use to inform your own analysis. Keep reading to better understand the various categories within the MoSCoW method, as well as an alternative prioritization tool for project managers. What is the MoSCow method? The MoSCoW method is a technique used by organizations to communicate the importance and priority of the various requirements being met in various projects. This method is also referred to as MoSCoW prioritization and MoSCoW analysis. The term MoSCoW is an acronym that refers to the first letter of each of the four priority categories. It uses four categories, which are must-have, should-want, could-have, and will not have. While it’s meant to be used at the start of a project when time is on your side, it can also be adapted to work seamlessly for time constraints. Software developer Dai Clegg originally created the MoScoW method. Since then, many other leading companies have used it to get their team on the same page, properly distribute resources, and achieve project goals. How does the MoSCow technique work? The MoSCoW technique works by allowing teams to include multiple representatives from the organization in their project management discussions. This gives everyone a wider perspective on the organization's operations and where their collective priorities lie. Before you begin your MoSCoW method, think about which people can provide valuable context for your team. They can help you identify opportunities and threats, and they can help you make better decisions. Once finalized, the MoSCoW method will also force stakeholders to show evidence before they can submit additional work requests mid-project. Critics of MoSCoW often say that it does not include a comprehensive objective scoring system for all initiatives. This is a common mistake that many teams make. A weighted scoring method will more accurately measure the backlog against a set of predefined benefits and costs. One of the most challenging aspects of the MoSCoW technique is learning which categories their initiatives should go in. As the manager, you will need to know which of your team's initiatives are “must haves” for their product or which are merely “should haves”. You may even need to solicit feedback from a different department in order to get greater perspective on your current project prioritization. For example, a marketing department head may have greater insight into which selling points for your upcoming product launch are resonating more with buyers so that you can work on perfecting those components first. Another key idea about how the MoSCoW technique works is that it’s only effective if you follow it. This means that, once an initiative is placed into a category, the entire team needs to stick to that decision. Many beginner MoSCoW teams end up agreeing that an initiative should have been initiated, but they move on to the next step instead because it feels better or more familiar to them. Finally, when it comes to making decisions about prioritization, your team will need to have a consistent framework in place before you engage with this technique. A consistent framework for assessing and ranking all initiatives is critical if you want to avoid biases and falling into old patterns. Your team’s prioritization strategy helps set expectations across the organization. It lets them know that they have made the right decisions and weigh all the factors that go into making those decisions. Don’t be afraid to make your MoSCoW method results available to the rest of your organization if applicable. Understanding MoSCow prioritization categories Before the MoSCoW analysis can begin, all participants need to agree on which initiatives will be prioritized. It's important to discuss how to resolve disagreements in order to prevent them from holding up progress during this preparation stage. This can help prevent issues from happening in the first place. Once the framework has been established, it is time to start identifying the appropriate categories for each project. Here are the definitions and explanations of each of the MoSCoW prioritization categories: Must have Musts are defined as initiatives that are critical to the success of a project or product. These are usually non-negotiable and can be used to describe specific functionalities or solutions that need to be implemented. The “must have” category is challenging to define. Before you start, ask yourself if something is truly necessary in this category. Should have Although “should have” initiatives are not essential to a product or project, they may add significant value. A “should have” initiative is different from a “must have” initiative, which means it can be scheduled for a future release. Could have “Could haves” are initiatives that are not necessary to the core of a product. Projects that are placed in the “could have” category are often the first ones to be deprioritized when another project takes longer than expected. Will not have The MoSCoW method places several initiatives in a “will not have” category. This method allows you to manage expectations about what will not be included in a release or another timeframe. Putting initiatives in the “will not have" category can help prevent scope creep. This category shows the team that the project is not a priority at this specific time frame. Some initiatives are prioritized in the “will not have” group, while others are likely to happen in the future. Some teams then decide to create a subcategory for these initiatives. How is the MoSCoW method used in project management? The concept of MoSCoW allows project managers to prioritize tasks that can be done efficiently even when they have limited time. For example, if the team has a tight budget, it can use MoSCoW to determine which initiatives can be completed within those limitations. This is especially useful for managers juggling more than project or leading cross-functional teams. This is because cross-functional teams are sometimes obligated to another company or department’s priorities. While your team is working on a new product release, another project manager may have them on a tight timeline for another client’s goal. And, as we all know, things come up throughout the lifespan of a project. Although efficient planning helps teams remain agile, the MoSCoW method can make even the biggest and most unexpected roadblocks more manageable. MoSCoW examples This method can be used for nearly any industry or project type because it has to do more with project decision-making than the subject matter itself. Here are a couple of MoSCoW method examples you can use to get started with your first draft: 1. National College of Ireland’s website project In this example from a lecture on the MoSCoW analysis, Professor Eugene O’Loughlin demonstrates how to use this technique when building a website. The project goal in this example is to create a platform where users can securely log in and access files. Because of this, the tasks listed under their MoSCoW categories will look different from other standard website creation projects. For example, while another project may add “have an eye-catching design” to their should-have section, this particular website has added “password retrieval” because it directly applies to their security-oriented goal. Even if this website project could benefit from a great design, the MoSCoW method helps managers and teams laser focus on completing the highest priority activities first. If they have more time later on, they can potentially add a design improvement task to their “could haves” if they determine the ROI is high enough. Takeaway: Consider your project holistically when assigning priority. Your goals should be your north star for determining what is or is not truly important, regardless of what conventional wisdom says to do. 2. Slideteam’s Assessing HR Requirements Template This is one of the MoSCoW examples that shows how many different types of tasks this technique covers. Here, we see storing employee leave history as a must, leave letter printing a should, notifications for pending leave dates a could, and remote access a won’t. In HR, many of their decisions around prioritization will be made by compliance and legal counsel that they must adhere to. Still, it’s important to define these tasks and their MoSCoW label so that employees understand at a glance that it’s less important to set up leave notifications and more important that they update employment histories in their software. Takeaway: The MoSCoW method can be used to cover many different aspects of projects including compliance and procedure. How to undertake a MoSCoW analysis using Wrike Wrike is a project management software that allows users to strategize how they prioritize their portfolio of projects as well as the tasks within each individual initiative. Using visual tools such as road maps that show what progress will look like from kickoff to completion, managers can easily see which of their chosen MoSCoW analysis configurations work best for achieving their goals. Wrike also allows you to centralize all of your project planning in one central location. You can view potential resource conflicts across projects, individual task progress statuses, and automate tasks from your should or could have categories that you otherwise wouldn’t have time for. Ready to get started with the MoSCoW method and Wrike? Sign up for a two-week free trial today.
Is Salary Transparency the New Key To Employee Retention?
Religion, politics, money — they’re all topics we’ve been taught are bad manners to discuss or inquire about, no matter how well you know someone. Conversations about how much you or your colleagues are paid can feel awkward and uncomfortable for that very reason, and it means most people don’t know what their colleagues, managers, or employers make. But salary transparency is a practice that’s on the rise in companies around the world and has become less of a taboo subject over the last decade. In fact, many human resources experts predict pay transparency will be one of the keys to employee retention. For example, the social media platform Buffer publishes employee salaries, including their location and title, claiming that the increased transparency helps build trust and increases accountability. Other companies have begun to do the same in recent years, either voluntarily or due to statutory requirements. Let’s dive into what salary transparency is and how it benefits — and doesn’t benefit — companies and their employees. What is salary transparency? Salary transparency is the act of letting employees, and sometimes the public, know how much money those who work for the company are paid. According to an article in Time, “About 17% of private companies practice pay transparency, while 41% discourage and 25% explicitly prohibit discussion of salary information.” In some states, there are laws that prohibit companies from taking adverse action against employees that discuss salary information. For example, Colorado’s Equal Pay for Equal Work Act went into effect on January 1st, 2021, and requires employers to post compensation and benefits information with each job posting for jobs in Colorado. The federal government is also required to operate with salary transparency, posting the salaries of each role from patent officers to the attorney general. Members of the public can use a central website to look up specific roles using a searchable database as well as an interactive map. Benefits of salary transparency The practice of publicly sharing salary information is becoming more widespread with more companies embracing transparency to take advantage of the benefits. From employee happiness to closing gender pay gaps, let’s look at some of the benefits of salary transparency. Increased employee productivity: In a study by Emiliano Huet-Vaughn that compared two groups of workers — one group that was informed about their colleagues' pay and one that wasn’t — there was a 10% increase in productivity by the former. Huet-Vaughn also determined that the way employees were informed about salary transparency impacted their performance relative to the control group. Diminished pay gaps: Across the board, women currently earn $0.82 cents for every $1 earned by men. But according to research by PayScale, when pay is transparent, the gender pay gap closes: “Women who agreed that pay was transparent at their organization earn between $1 and $1.01 on average for every $1 a man earns.” The study also reported, “Participants who strongly agree that their organization is transparent are estimated to have slightly less pay equity than participants who merely agree.” Improved trust: Another reason employers undertake salary transparency is to improve the trust their employees have that they are being paid fairly. However, it is especially important that employers have a solid salary policy to ensure that employees believe they are being paid fairly compared to their colleagues. A clear salary policy will eliminate confusion about employees being compensated more or less for vague categories like experience, which can sometimes only be determined subjectively. Drawbacks of salary transparency However, others argue that salary transparency can cause issues for both employers and employees, from hiring limitations to employee jealousy. Hiring limitations: When employers make salaries public, they might have to adjust salaries to ensure there are no discrepancies between salary rates. To meet tight budgets, companies might resort to hiring fewer people because they need to ensure they are paying each person a wage they feel comfortable publicizing. Employee jealousy: With salaries made known to the public, employee animosity is a potential drawback companies could face. However, with a salary policy in place, employees should understand why their colleagues are being paid a certain rate. Contextual confusion: Likewise, salary transparency can cause confusion when a salary policy isn’t put in place. If employees are informed of their colleagues’ pay but don’t have information about the compensation rationale, it can cause confusion about roles and responsibilities. While these drawbacks are worth considering, both employee jealousy and contextual confusion can be mitigated by providing a salary policy that outlines compensation. Using objective information to determine salaries, like cost-of-living data about an employee’s location, their role relative to others in the company, and their level of education can lead to a salary policy that results in fair wages across the board. Additionally, salary policies should be reviewed regularly to ensure they remain accurate and effective. Can salary transparency affect employee retention? Employee retention has always been a key goal for most companies, but the Great Resignation has caused employers and HR managers to focus on it even more. Salary transparency could have a strong connection to employee retention, making it even more appealing for employers. When employees perceive a gender pay gap in their company, it results in a 16% decrease in their intent to stay in their position, according to a report from Beqom. The report further determined that 58% of employees would consider changing jobs to work for a company with salary transparency, with the number jumping to 70% for Gen-Z employees. Not only can salary transparency increase productivity, improve company loyalty, and close gender pay gaps, it might be the key to companies decreasing their employee attrition rates during a time of increased upheaval.
