Verbode is one of several businesses Sarah owns with husband Andi. The 22-person firm helps potential home owners and buyers through the complicated and cumbersome process of buying or selling real estate. “What sets us apart is our knowledge of local areas,” Sarah said. She is inspired by her clients to understand individual needs in order to exceed expectations.
Sarah’s passion for excellent customer service started when she was only 14. Her first job was behind the counter of a bowling alley snack bar and she hasn’t looked back since. The Fort Worth native is a serial entrepreneur who has done everything from candle making to mortgage lending during her career. All while raising four kids, renovating her own dream home and most recently purchasing a farm in Spencer, Okla. complete with a peach orchard.
Verbode’s rapid growth hasn’t been without challenges, but the firm’s success has only fueled Sarah’s dreams for the future.
“I’d like to open a real estate business in Paris one day,” said Sarah, who will likely make that happen sooner rather later given her track record for success.
]]>On any given day, I find myself directly or indirectly involved in conversation about Millennials. There is an unfortunate misconception and stereotype about this generation. Overwhelmingly, the terms I hear used to describe this generation: lazy, entitled, disloyal, distracted, narcissistic, Generation WHY, Generation I, Generation Degenerate – the list goes on and on. Now, there may have been a time or two I joined in on the name-calling (years and years ago of course), but today I stand to defend, and pay homage to, the Misunderstood Millennial.
As a former HR executive, I was the ‘keeper of company culture.’ Meaning, it was one of my duties to help create and maintain a culturally sound and thriving workforce. Not always an easy task especially when you’re dealing with multiple generations – 5 of them now to be exact: G.I. Generation, The Silent Generation, Baby Boomers, Gen X, and Gen Y, aka Millennial. Generationally speaking, the US workforce has never clashed like this before.
Being the keeper of company culture, I had to understand generational differences, what makes each tick, what motivates them, what matters to them, communication styles, and how to blend them all together. The Millennial was a challenging group to understand, but once I studied the psychology and make-up of this generation I now find myself defending them. They have so much to offer and teach us. And, whether we like it or not, they are dominating the workforce. At last count, there are approximately 80 million Millennials in the labor force. They just surpassed the Baby Boomers who are now at 79 million.
Other than the obvious tech-saavy / breathing in of technology, what exactly does this generation bring to the conference table?
1. Millennials are Motivated by Meaning.
What?! Meaning, like emotion? There is no time for emotion in the workplace, says the work-centric Baby Boomer. News flash! and one we must embrace, Gen Y’ers derive a sense of meaning by helping others and making a positive impact on the world. They need to know the work they are doing and services they are performing are in some way changing the world. This is more important to them than professional recognition. Find a way to draw the connection: Their work + the product or service = what positive impact on the community, state, nation, or globe. They will love you for it. And, it just might breathe some fresh air into your Mission and Values statement.
2. Millennials Challenge Hierarchy.
This trait is a real put-off especially for the G.I. and Silent Generation where hierarchy and protocol is King. I’m not suggesting Millennials disregard hierarchy or protocol, but this generation believes in the power of collaborative and inclusive thought. They believe we
can accomplish more, better, faster through transparency and access. When I say “access” I mean access to the Boss. Yes, Millennials want to have a relationship with the Boss. Collaboration and Inclusion: Not such a bad concept. “Group Think” anyone?
3. Millennials Crave Constant Feedback.
Millennials don’t want to wait for mid-year or annual reviews to know how they are performing. They want feedback in bite-sized morsels on a more regular basis. Wait, does this mean we have to communicate transparently more than one time per year? Yes, it does, but make sure the feedback counts. Millennials are goal setters and whether you know it or not, they are success driven.
4. Millennials Have a Hankering for Learning.
Their favorite question is “Why?” Millennials are highly inquisitive and are often motivated to work harder when they understand the importance of the task in the context of the ‘big picture’- company goals. They want to expand their skill sets and amass knowledge. Intellectual stimulation is a top factor for this generation so share the smarts. Be the teacher and mentor they so desire. Isn’t that our role as ‘elders’ anyway?
I have to give props where props are due, and in this instance they are due. If it weren’t for the Millennial I may have never revised my approach on the traditional annual / semi-annual performance review. I may have never experimented with new approaches of internal communication. I may have never looked at new ways to attract and retain the best talent. The same goes for employee engagement, benefits, incentives, all the way down to the performance management process. I applaud the Millennial for forcing cultural change. This generation gave my previous organizations a much appreciated and well deserved facelift. We are more “hip” because of them.
I celebrate now, but these changes did not happen overnight, and yes I had to fight some pretty nasty battles. I knew that if we were not open to change and could not appeal to the generational mosh-pit called the 21st century workforce then we were going to lose as a company. The bruises were well worth the fight.
Understanding the Misunderstood Millennial was indeed a journey. The task of blending 5 generations is quite a tall order, but at the end of the day I owed this to every member of every generation. Growing and maintaining a strong workplace culture is no walk in the park, but thanks to the Millennial and what they bring to the conference table we are all better for it. The next time you hear a slam on this generation, try and highlight what they truly represent: Aspiration, Confidence, Entrepreneurial, Service Oriented, Determined, Lifestyle Centered, Inclusive, Diverse, Optimistic, Hopeful, Open to Change. How can we poke holes in these characteristics? Better question, why would we?
All of this to say, it is critical to the continued success of our businesses that we understand and embrace the Millennial. At the end of the day we need them and will not survive without them. This generation represents our future and will carry us into the next evolution of business. So, let’s understand them, embrace them, learn how to attract them, and grow them. This is how we build our legacy.
Kendra Clements is a Consultant at The Mettise Group. She specializes in Human Resources, Strategy, and Operations.
]]>It’s that time of year again when we are bombarded with television commercials about joining Weight Watchers or a local gym to help achieve our New Year’s resolutions. Most adults take time at the beginning of each year to set their New Year’s resolutions or personal and professional goals. While setting goals each year is important, understanding how to set yourself up for success is critical.
What makes some of us more successful with our goals than others? At Mettise, we help our clients determine where they want to go and how to get there. This cannot be done without setting goals. During our assessment and goal setting process with our clients, we use SMART goals. SMART goals are five simple but powerful steps that, if used, increase your chance of success in reaching your goals.
Goals are an essential part of growth and success both personally and professionally. Goal setting is a process that requires time, intention and commitment that in the end can create tremendous success and momentum in your life and business.
A growth strategist guru, Kati Hanna has managed over 75 projects in a wide variety of industries during her 25-year career. She focuses her efforts on working with leadership teams to define goals and high-potential opportunities for growth; and managing key growth initiatives, marketing efforts and organizational implementation. Learn more about Kati.
]]>Here are a few ways to help keep your rock star’s star from flaming out:
- Commend
We often take for granted that our best performers know how much we value them. Be sure you’re recognizing their efforts often or someone else will woe them away. A few words of appreciation go long way. - Communicate
Do you know what your best employee wants next for their career or where they see themselves in a few years? It may not be with your organization if you aren’t talking to them about future growth and your vision for them going forward. Sit down and ask about their career aspirations and how you can make those dreams come true. Who knows. You might be able to make each other’s dreams a reality. - Cultivate
Rather than spending time and resources on fixing problem employees, your employee development dollars are better invested in the same people you rely so heavily day-to-day. Create situations where your top performers can be side-by-side with other high performers by making sure they participate in their professional society, community boards and leadership programs such as a Leadership Posse.
Nurturing top performers is very deliberate and very personal. However, a small investment of time and development dollars in your top performers is inexpensive compared to the cost of replacing your best team members.
]]>We’ve all been there. We wake up half rested, groggy and even a bit disoriented. The fall out of continuously not getting enough sleep leaves us more than just feeling a little groggy in the morning. Lack of sleep can have a detrimental domino effect on your overall mental and physical well-being.
New research is telling us that not sleeping well is much more dangerous to our health than just feeling tired. In the short term, you may find that you make mistakes at home or work and it takes longer to complete tasks. You may experience decreased alertness and experience more stress in relationships. It is even said that work and automobile injuries are more common in people who don’t sleep well. Lack of sleep is associated with many serious medical issues including high blood pressure, obesity, heart issues, stroke and mood disorders.
Here are 5 tips to more restful sleep:
- Go to bed at the same time each evening – your body and mind get into their own natural sleep rhythm.
- Turn your screens off at least an hour prior to going to bed – the blue light from our mobile devices and televisions actually prevent us from winding down at night.
- Write it down – capture your thoughts on paper about the day’s activities and what is on your agenda for tomorrow.
- Gratitude – remember all you are grateful for always for connection to your soul.
- Meditation – take a few intentional moments to wind down – loosen your jaw, let go of tension, focus on your breath and allow thoughts to come & go without any judgment.
As we transition into winter, it’s the perfect time to give our bedtime routine some attention. Sweet dreams.
]]>By: Kendra Clements – The Mettise Group consultant. Email: kendra@mettise.foreandaftdesign.com
Across the country employers are scrambling to meet the Department of Labor’s (DOL’s) December 1, 2016 deadline. The new rules, published back in May of 2016, include changes that substantially increase the minimum salary requirement for certain exemptions under the Fair Labor Standards Act (FLSA). The FLSA requires covered employers to pay “nonexempt” employees at least the minimum wage for each hour worked as well as overtime pay for all hours worked in excess of 40 in a workweek. While most employees are non-exempt, the FLSA includes exemptions for certain administrative, professional, executive, highly compensated, outside sales, and computer professional employees.
Currently, to be considered “exempt,” these employees must generally satisfy three tests:
1. Salary-level test: Employers must pay employees at least the current minimum salary per week.
2. Salary-basis test: With very limited exceptions, the employer must pay employees their full salary in any week they perform work, regardless of the quality or quantity of the work.
3. Duties test: The employee’s primary duties must meet certain criteria.
Highlights of the Final Rule
Rather than weed through 508 pages of comprehensive rules (compliments of the Wage and Hour Division) let’s cut-to-the-chase and focus on 7 Key Facts:
Key Fact #1: The new rules go into effect December 1, 2016.
Key Fact #2: The final rule focuses primarily on updating the salary and compensation levels needed for executive, administrative, and professional employees to be exempt.
Key Fact #3: Salary Thresholds Increased. Under the new rule the salary threshold for the executive, administrative, and professional employee exemptions was set at the 40th percentile of earnings of full- time salaried workers in the lowest wage Census Region (currently the South). This is $913 per week / $47,476 per year – up significantly from $455 per week / $23,600 per year. The salary threshold for highly compensated employees was also increased. The new rule raised the salary threshold for highly compensated employees to the 90th percentile of full-time salaried workers nationally, or $134,004, up from $100,000 per year.
Key Fact #4: Automatic Updates to Salary Requirements. The new rule established automatic increases to the two salary thresholds every 3 years beginning January 1, 2020. The DOL wants to make adjustments that would keep the salary requirements fixed at the 40th and 90th percentiles. The Department will publish all updated rates in the Federal Register at least 150 days before their effective date, and will also post them on the Wage and Hour Division’s website. Stay tuned.
Key Fact #5: No Changes to Duties Tests. The DOL did not make any changes to the duties test (mentioned previously), for the administrative, executive, professional, or highly compensated employee exemptions.
Key Fact #6: Non-discretionary Compensation Can Help Satisfy the Standard Salary Level. For the first time, employers may use non-discretionary bonuses (generally defined as those announced or promised in advance), incentive payments, and commissions, to satisfy up to 10 percent of the minimum salary requirement for the administrative, professional, and executive exemptions, as long as these forms of compensation are paid at least quarterly. To satisfy the rule, employers may make one final catch-up payment no later than the next pay period after at the end of the quarter if the bonus, incentive payment, or commission ended up being less than anticipated and the employee’s weekly salary plus non-discretionary bonuses, incentives and commissions does not equal or exceed 13 times the minimum weekly salary of $913.
Key Fact #7: New Rule Could Have Substantial Impacts. The DOL estimates that in the first year as many as 4.2 million workers would either need to: (1) be reclassified as non-exempt and paid overtime whenever they work more than 40 hours in a workweek; or (2) receive an increase in their salary to meet the new requirement.
Being aware of the new rules is one thing, but applying them is another. In order to implement the DOL’s new rules, there are several critical areas that must be considered.
Policy and Procedure: Review and update accordingly, all employee handbooks, on-boarding material, or other internal policy and procedures with new earnings rules. For example, update all references to current exemption earnings $455 per week / $23, 600 with new exemption earnings rule of $913 per week / $47,476 per year.
Job Descriptions: Evaluate position descriptions focusing on “primary duties.” Keep in mind that job titles do not determine exemption status. Therefore, not all supervisors or managers will classify as “Exempt.” Exemption status is determined by meeting specific criteria according to Salary-level, Salary- basis, and Duties Test as mentioned above. The DOL’s new rules, with regard to “primary duty” might eliminate (or substantially reduce) a manager’s ability to engage in “line work” and management concurrently. That could mean the loss of the exemption for some front-line managers, particularly in smaller establishments.
Pay Practices and Systems: Analyze current timekeeping practices, employee benefits, and systems to ensure they align with the new rules. For example, if an employer has different levels of benefits for exempt and nonexempt workers, those processes and plans should be evaluated. Additionally, employers should review bonuses for reclassified workers, current paid time off, or vacation / sick time accrual, and possibly long-term disability or life insurance plans.
Communication Plan: These changes might be difficult for some employees to accept. In order to keep a healthy morale, identify and stick-to one communication strategy for all affected employees. Communication should be consistent and transparent. This is an opportunity to educate affected employees about the DOL’s new rules. Most importantly, reduce the element of surprise, and begin the dialogue now. Share with your employees why the changes are happening so they understand it’s no reflection on their performance. One way to soften the blow is to point out that previously exempt workers will now be paid for after-hours work.
Company Property: Be sure to evaluate policy and procedure surrounding company property. Pay close attention to employees who have been reclassified. Identify workers who take home company phones and laptops. This group of reclassified employees may have to be told to leave these items at work. Realizing this measure may fuel employee upset, another option is drafting a policy where managers can instruct employees on what types of work are authorized outside of normal working hours; how much time is authorized; and the necessity of recording all time worked, as that recorded time will need to be paid.
The DOL’s new rules are fast approaching. There are a lot of I’s to dot and t’s to cross in order to meet the new regulations. The best advice for employers is to explore and exhaust all internal and external resources and support while on the path to compliance. Many heads are better than one. Don’t go it alone.
After graduating from OU in 1966, Bob received his commission as a transportation officer in the United States Army. Lieutenant Ford completed flight school and volunteered to go to Vietnam. In his first six weeks, he became aircraft commander and took over the command of a helicopter detachment at Hue, North Vietnam (40 miles from the DMZ). During 1967 and 1968, he flew more than 1,000 missions in Vietnam. Bob has written a book about his experiences in Vietnam, “Black Cat 2-1: The True Story of a Vietnam Helicopter Pilot and His Crew.” For those whose voices were silenced in that faraway place or who have never told their stories, Bob creates a tribute that resounds with respect for those who served with honor. We encourage you to pick up a copy and learn more about this American (and Oklahoma!) Hero and his journey.
Upon his return to the States, Bob was deployed again – this time to Okeene, Oklahoma to run a major division of the family business. Shawnee Milling acquired the Okeene Milling Company in 1911. The Okeene Milling Company specializes in flour milling for bakeries and institutional customers. The mill has flourished under Bob’s leadership, attention to quality, financial stewardship and tenacity.
Bob works with The Mettise Group every quarter to assess and make strategic financial decisions. He said Sherry Dale’s advice has been invaluable throughout the years and he values the personal attention and care she demonstrates with her clients.
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Anglin PR specializes in internal and external research to help companies refine the messaging to effectively reach the client base. Debbie says that the primary objective is to identify an unique approach for each business. Anglin PR focuses on creating custom strategic solutions that work with the client’s big ideas and budget.
For any business, it’s difficult to look internally to see growth opportunities or potential missteps. Debbie sought out services from The Mettise Group to help her develop a long term strategic plan and goals to build a high performance team. She also receives financial consulting services from The Mettise Group to guide her in analyzing key metrics. Additionally, she is a member of the Posse. She loves being able to turn to fellow members in a very transparent and yet confidential way. “When I am stuck, I get compassion and trustworthy advice,” she says. All of these services help to steward her business and free up time to spend on client projects.
]]>Oklahoma City — EMBARK unveiled Bermuda Green, Clear Sky Blue and Redbud as the colors for the brand identity of the MAPS 3’s Oklahoma City Streetcar. Three color palettes were revealed to show each of the six streetcars painted with a saturated, tonal color palette.
“Our use of color is bold and modern. It’s significant of where we are as a city – our growth over the past decade, and reflects EMBARK’s bold optimism,” says Jason Ferbrache, EMBARK administrator. “Stakeholders told us they wanted modern, forward-thinking, unique and approachable. That’s what we delivered.”
The next steps are construction of the maintenance facility scheduled to start in August; laying down the rails that the vehicles will travel on, scheduled to start later this year; and design of the 22 stops along the route. The 4.6-mile route will connect downtown, Bricktown, Midtown, the Arts District and Automobile Alley and circulate every 10-12 minutes. The streetcar is expected to be in operation by the end of 2018.
The MAPS 3 Modern Streetcar will be named the Oklahoma City Streetcar, which can be abbreviated as OKC Streetcar. It will be for everyone who works, visits, or lives downtown, will be ADA compliant and will be a part of EMBARK’s family of transit services.
“I can’t wait,” says Sherry Dale, owner of Mettise, an organizational consulting group. She lives in northwest Oklahoma City, her clients are all over the city and she has meetings in the downtown area several times a week. “I’m looking forward to the streetcar so that when I visit clients downtown, I can get between meetings and lunch without having to move my car from garage to garage or risk a ticket at a meter when a meeting runs over.”
The brand strategy was created by Spoke, a branding firm in Portland, OR with input from stakeholders. EMBARK and Spoke solicited input through multiple meetings, focus groups and surveys. That process uncovered common themes and opinions.
“Our research in Oklahoma City and conversations with residents and stakeholders showed us a warm city that is energetic and confident. We were inspired by the changing aesthetics and the city’s success in revitalizing the core,” says Brian Kerr, principal of Spoke. “The OKC Streetcar is an ambitious, forward-thinking project. Its strengths lie in framing a network for building community and being a catalyst for economic growth. Over and over, we heard stakeholders tell us they wanted straightforward, connected and approachable. The streetcar symbol is inspired by the shape of the streetcar, combined with that sense of connection and an oblique reference to the EMBARK brand arrow. It evokes motion, fluidity, forward-thinking and ease of transit.”
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