My Holland, Author at EQuest Asia

Improving Accountability at Work

To be accountable means an obligation or willingness to accept responsibility or to account for one’s actions. In an ideal setting, employees are accountable to their colleagues and the organization. But, we live in a world where accountability means differently to each person. How many times have you witnessed the blame game or employees not owning up to their mistakes? Perhaps, quite a few or more if you’ve worked for many years. Often, responsibility is used in place of accountability, but these two are different. The latter refers to what occurs after something has happened. For instance, an employee is responsible for fixing a piece of equipment. After repairs, that same employee is held accountable if the machine’s performance is subpar or fails. Usually, only one person is accountable for what happens after completing a task. This could be any employee, including supervisors, managers and the CEO. If you are a leader, you know you must ensure things get done right. In the end, you’re always answerable for any negative consequence. But accountability has a good side too. Improved performance, better teamwork, increased morale and creativity are benefits when employees become more accountable. So, here’s how you achieve these with the following steps. 1. Communicate effectively If you’ve been reading our blogs, you’ll always find communication is part of the solution. Your colleagues perform well if you communicate your expectations or desired results. Also, don’t forget to express your belief in their abilities. When you do, you empower your colleagues. Remember that people work better when their leaders trust them enough to do the job. 2. Set the example You put a plan into action and along the way, things go wrong. Own up and avoid using external factors as excuses. Likewise, when somebody else is being held accountable for your actions, don’t wait for others to clear things up. Just say you’re responsible. 3. Get feedback Ask for regular updates on the status of ongoing tasks or projects. Sometimes, you might need to catch up on important details or unforeseen developments. This is an opportunity for your colleagues to ask questions or express doubts. They may not be as confident as you are on expected outcomes. Also, they might have concerns with you they’re hesitant to bring up. Lastly, when you’re accountable, you’ll be praised when successful. When this happens, recognize the efforts of those working with you.

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Why there are few Vietnamese Women Business Leaders

Empowering Women, Leadership / My Holland

Depending on whose statistics you read, about 25 to 30 percent of business leaders in Vietnam are women. This is higher than the average for Asia. One-fourth or one-third is not satisfactory, however. No concrete evidence suggests that Vietnamese women aren’t as ambitious as their male counterparts. But before moving on, take note that more than 50% of Asia’s corporations are in manufacturing, which is male-dominated. Unlike in more advanced economies, there aren’t many Asian women in this sector. More are employed in health care, finance, communication, education, real estate and other services. Despite societal strides, Vietnamese women still face challenges when they aspire to greater heights. These are the main reasons. Social Norms These directly affect people’s lives – what they believe in and how they behave. Yes, norms provide order and protect people from harm. But, these can also hinder growth. The Vietnamese people should evaluate their norms and change these for women to achieve their goals. Housework Load Women are still held responsible for the bulk of tasks at home, including child-rearing. Men’s share of the workload is around 10% or less. Unsurprisingly, many Vietnamese women give up on their dreams as they don’t have enough time to pursue careers. They may pick up jobs that aren’t demanding but forego opportunities for advancement. Gender Bias There are many successful Vietnamese businesswomen, but stereotyping persists. The majority still believe that women should focus on support and caregiving. Despite laws that improve gender equality, most Vietnamese female entrepreneurs are in the small business or informal sectors. According to one study, it is more difficult for women than men to borrow money to start a business. Access to Continuing Education Many women need more access to higher education and fewer undergo job training. Opportunities are generic at best and need more flexibility for women who care for families. Also, educational programs should focus on increasing digital literacy in today’s environment. Women Make a Difference Advanced economies prove that women leaders contribute to the profitability of an organization. There are enough studies that show more women in business leadership positions are beneficial to organizations and employees. Today, there aren’t enough of them in entrepreneurial roles. Addressing the problems above may help more women participate and add value to society. Vietnam supports providing more opportunities, but there is still much to do. For instance, laws allow long maternity leaves. These fall short, though, if businesses don’t provide adequate child-care services.

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When toxic féminity exists at work

Empowering Women, Leadership, Workplace Culture / My Holland

In many countries, young girls are brought up to fit a mold their societies dictate. These include expectations that women must be submissive, married by a certain age and bear children. Even in a professional setting, many employees believe women should be subservient, passive, dress appropriately and focus on support instead of leadership. Also, several companies bypass women for promotion because they could become pregnant and their absence can cause disruptions in operations. There’s even a common belief that women are emotional and thus cannot make rational decisions. Note that it’s not just men who think this – women too. What then is Toxic Femininity? It is behavior that upholds gender stereotypes and norms that degrade and discourage women from growing personally and professionally. It is also exhibited when women try to conform to traditions or norms at the expense of their individuality. The definition of femininity is not the same everywhere, as culture, society, laws and even religion affect it. The social standards of one country may be different from that of another. But this doesn’t mean that change is impossible. It might take time for others to rid their societies of toxic femininity. Nevertheless, here are a few ways to handle it. Check your beliefs Unknowingly, you might tolerate or advocate toxic femininity because your beliefs guide your behavior. Do you believe that there are roles for men alone or that women are incapable of specific tasks at work Today, there aren’t any jobs for men only – maybe male dominated but not exclusive. Analyze your belief system and ask yourself if you’re being fair to women. Be open to new views that you never considered before. Make sound judgment It’s going to take a while to change your beliefs. In the meantime, ask yourself if a person’s gender affects your evaluation of a colleague. Even in a professional setting, certain traits are instantly attributed to women. For instance, they’re sensitive. You know that men can be sensitive too. When you assess a woman, ensure her gender isn’t a factor. Make It Part of the Conversation It isn’t wise to tell others that they are perpetuating toxic femininity. But when the opportunity arises, ask why they think that way. This allows you to share your views, though contradictory. Discussing rather than telling people they’re wrong is always the better option. They may disagree with you, but get them to think about it.

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Telling Colleagues What You Really Think

Engagement, Workplace Culture / My Holland

Employees aren’t often honest with each other. Most wouldn’t dare give feedback to their bosses. I know because I’ve been there and maybe, you have too. Looking back, I realize why we hold back from discussing hard truths. We dislike offending or hurting others’ feelings. We also fear “retaliation” from others, especially superiors. But there are ways of being truthful and avoiding all the problems that may arise. First, you need to change your mindset and approach. Here are some tips that can help you. 1. Determine if being honest will be constructive Before you point out a colleague’s flaws, ask yourself – are you doing so to help the other person improve? Also, are you trying to stop a person from committing self-destructive behaviors? Many like to find fault in others to belittle them. Make sure you want to help the other person. 2. Put it in writing Typing and re-typing is so easy on a PC / Laptop. You can review your piece several times before sending it to your colleague. Now, you would ask why not in person. Things could quickly get out of hand during a conversation. Tempers could flare up and you could say hurtful words. There’s also the issue of timing. You might catch your colleague at the wrong time. A written piece is beneficial to your recipients. At first, they might be upset. But, given time, they may realize you may have a point. Later on, if your colleague desires, you can discuss what you wrote them. 3. Empathize What would your reaction be if you were the recipient of your letter/memo? Do you see it as an attempt to help you become better? There was a time when I didn’t particularly appreciate being told of what I was doing wrong. But, I met people who could give feedback without being offensive. Their secret is empathy. They put themselves in my shoes and knew how to communicate with me. 4. Remember to mention the other person’s strengths Tell your colleagues what they’re doing great. Let them know that you recognize their contributions to the organization. If they’re well-liked, admired or respected, remember to mention it. 5. Offer Solutions You only present a problem with a possible fix. Often, your colleagues will have ideas on how to solve them. But even though they have a solution, yours might be better. Lastly, remember to offer help or further discussion.

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Adopting a Coaching Culture

Leadership / My Holland / Coaching Culture

Most people think of sports when they hear the word “coaching.” But this also exists in other organizations. Training often needs to be differentiated from coaching. The former is identified with an HRD, while the latter is the responsibility of all leaders in an organization. One definition of coaching is instructing and counseling a person or group to improve their performance and productivity. Sounds simple? It’s not and isn’t spoon-feeding. A coaching culture inspires and accelerates growth within an organization. Leaders apply techniques that empower employees to grow in a supportive environment. Managers can be called coaches. You might be one if you meet the following criteria: A coaching culture doesn’t guarantee success and it isn’t for every organization. But there’s no denying that it can help an organization achieve its goals. So, a lot of businesses are adopting coaching. Unfortunately, many companies take shortcuts, like conducting seminars or hiring motivational speakers. These have short lifespans. For a coaching culture to work, people should realize it is an ongoing process. Leaders should be the real coaches if they want it to work. Where should transformation begin? Experts will say that change should begin at the top, which might even require a vision update. Top management, especially with big corporations, has to be on board. A culture shift can be implemented smoothly with support from decision-makers. But middle managers can effect change too. One person can make a difference if you’ve read a recent blog: Be the Conscience your Organization Needs. Be the drive in your organization if you believe a coaching culture is needed. When your upper management sees the benefits and positive effects, they will also support a culture shift. Adopting New Habits is Key More of the same will not result in any culture shift. Practices need to be changed. For instance, leaders can begin consulting with subordinates when setting goals and planning. Also, they can get more involved in the daily grind with their employees. Managers could also schedule more time to meet with employees individually and advise them on how they can perform better. There are many ways leaders can become coaches. It starts with them, but it should also include their employees.

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My Holland

Improving Accountability at Work

Why there are few Vietnamese Women Business Leaders

When toxic féminity exists at work

Telling Colleagues What You Really Think

Adopting a Coaching Culture

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