Three management ideas to help your organization’s Sandwich Generation

first_imgThe Sandwich Generation refers to the group of people who provide care for their own children as well as their aging parents. It was a heavy burden to carry before COVID-19, and now these individuals are even more stressed in both roles.  There is a version of this Sandwich Generation in the workplace, too. These are the key leaders responsible for developing employees while still aspiring for career growth of their own. They likely find themselves stretched in two directions at work: They are leaders expected by some to have all the answers, even as they may not be directly involved in setting organization-wide strategy and struggle to find more information themselves. Just like the Sandwich Generation, this group of employees is experiencing increased pressure, and often feels torn between– and powerless in– two distinct roles.A great representative of this Sandwich Generation in the workplace may be your branch manager. This key member of your team oversees essential front-line employees who deliver direct care to your members and is likely viewed as a sort of localized CEO of his, her, or their own branch. Branch managers and department heads are likely the most available and visible resource to your essential front-line employees. They are working to serve their members, their direct reports, and their own managers—sometimes without real-time information available to more senior members of the management team. This is a defining time for your organization’s culture. People are watching how your leaders behave and how your employees are treated. It will impact how you are perceived as a workplace well into the future. Every person who manages another must be at their very best.Consider how these three management ideas can turn up the support for the members of your Sandwich Generation in the workplace: Information Flow: Knowledge is PowerWhen you give employees the responsibility of leading others, you must also give them the tools to do this successfully. This includes a high level of access to information. During times of crisis, the importance of transparency is illuminated: Uncertainty breeds even greater fear. If your organization has regular strategic updates with senior leadership, anticipating that a regular flow of trickle-down communication is sufficient, consider instead the value of opening those updates to anyone who manages another employee. Knowledge is power. While a permanently flat structure might not be right for you, giving your employees access to more information during a time of ongoing uncertainty will better equip your Sandwich Generation employees with the tools they need to lead. Training Opportunities: People Don’t Quit Bad Jobs, They Quit Bad ManagersI have left many good managers in my career, but there is a reason this expression resonates with so many. Regardless of whether you accept the idea that a manager completely controls employee turnover, one cannot argue about the impact a manager has on an employee’s engagement and fulfillment at work. How have you helped your employees become great managers?Many Sandwich Generation managers are first-time managers who were promoted because they excelled in their last position. Often, they have not had formal management training prior to taking their current positions. While training employees to manage crisis in the midst of it might seem like too little, too late, now is certainly a better time than later. Remote trainings that provide managers with information about emotional intelligence and empathy, working with unique personalities, and communicating in crisis can equip managers with necessary support strategies. More technical trainings like navigating new technology or understanding your credit union’s employee benefits can also make managers more effective almost immediately.  Social and Psychological Support: It’s Lonely at the TopSandwich Generation employees might not be first to come to mind when you think about “the top,” but in their branches and departments, they are shouldering tremendous responsibility. Their team members are looking to them for answers and support. They balance caring for the emotions and fears of employees with continuing to deliver great member service and they may feel they are alone in this. Under typical circumstances, these employees are likely meeting in peer groups on a regular basis and discussing their concerns. Consider how to continue those important collaborations, while also providing more direct support that acknowledges the additional pressure placed on team members at this level of the org chart. Continue having (or introduce) regular one-on-one check-ins with each of these critical leaders. Provide them with the opportunity to talk about their own experiences and challenges (not just those of the teams they lead), listen for and suggest opportunities to keep them growing, and ask for specific examples of how you can support them. How your leaders behave throughout COVID-19 will be a defining point of how your culture is described. This is a key time to invest in the management skills of every person in your organization responsible for overseeing another. 3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jill Nowacki Jill Nowacki started her career with credit unions in 2001. She has taken on leadership roles at credit unions and state and national trade associations. Now, she uses her experience … Web: Detailslast_img read more

Lambert brushes off job pressure

first_img Lambert admitted the fixture list had not been kind and it has given his side a mental battering. “The difference against the top five is that it’s relentless. Physically and mentally, it’s hard against Manchester City, Chelsea and Arsenal, you don’t have a rest in there,” he said. “The mental toughness for that is excruciating at times. If you are not getting results it’s hard. “Teams will play to their strengths but we have to be more creative, there are players to do it.” Lambert is without Fabian Delph (shoulder) and Alan Hutton (ankle) while Philippe Senderos (thigh) is also likely to miss out. There could be a recall for Charles N’Zogbia, as Villa search for a goal after 531 barren minutes. “Charles has talent to burn,” Lambert said. “He has that in his make-up and we have to find a role where he can create things. He really is a talent. “He can play wide but he had that spell at Wigan where he played in behind the strikers.” Mauricio Pochettino believes there is more emphasis on him to play Harry Kane because the striker is a young English prospect – but the Tottenham head coach will not bow to supporter pressure. Kane, 21, has scored eight goals for Spurs so far this season but has yet to score in, or start, a Barclays Premier League game under Pochettino. The Tottenham academy product has hit his goals in the Europa League and Capital One Cup but is now champing at the bit to line up against Villa. With the more experienced duo of Roberto Soldado and Emmanuel Adebayor having scored just two league goals between them it is understandable that Spurs fans want to see their local boy get a chance. But Pochettino, who said on Friday that he is considering starting Kane at Villa Park, is not prepared to say for sure that the England Under-21 striker is going to have a run of league games. “Always,” Pochettino replied when asked if there was more pressure on him to play Kane because of his nationality. “Today if we were in Argentina and he was Argetinian player and playing with two foreign strikers, it would always be a sensitive situation. “He is English, he is young and from the Tottenham academy so it is normal. We understand he is a special player for Tottenham and for our supporters. “I understand because he is an English player. He scored the last game against Brighton and Asteras and I understand he is a special player for our supporters. “My decision is always about my analysis on the training and after to give the balance to the team and our performance. Not only focus on different situations … but I understand and I know that this is a special player for our supporters.” Nabil Bentaleb is the only other injury absentee for the trip to face struggling Villa, with Aaron Lennon in contention despite only playing the opening 45 minutes against Brighton following a hamstring problem. The former Southampton boss has seen his team win just once in their last seven league games, and they lost 2-1 at home to Newcastle last Sunday. Lambert has not had a win to savour since signing a new four-year contract in September but he insisted the criticism does not worry him. “If you look at teams like Tottenham and Liverpool who spend a bit of money the pressure probably intensifies because they were in the top six last year,” Lambert said. “We’ve played nine games and this will be our sixth game against last year’s top six. “You have to come through it. It goes from one manager to the next. If you look at which manager is under pressure it is one guy one week, the next the next and another the following week. Everyone gets a hit at it. “It’s just the way football works – you just have to turn it around. It would be more nail-biting if we had five games to go but we’re 10 games into the season. You’ve got to be able to handle it, it’s two big clubs going head to head. “I have my own way of dealing with things.” Villa lost to Everton, Chelsea, Arsenal and Manchester City before they went down 2-0 at QPR on Monday. Paul Lambert has dismissed the heat on him ahead of Aston Villa’s tussle with Tottenham. The Villa manager is preparing to run the home gauntlet on Sunday after his side lost their last five games without scoring. Tottenham boss Mauricio Pochettino is also under pressure from fans because of a stuttering campaign that sees his side mid-table in the Barclays Premier League. Press Associationlast_img read more