Yolofsky Law November 2018

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Other companies have a thank-you wall or shoutout email chain where employees can share their kudos. The most important thing isn’t the method you use, but that you make it an important part of company culture. It starts with leadership. If you aren’t taking the time to recognize and appreciate people, how can you expect that anyone else will? Instilling a culture of gratitude within your company doesn’t require intensive training or extensive investment. All you need to do is encourage a certain perspective and approach.

raising money for a local food bank or donating turkeys will go a long way for a family during Thanksgiving. Holding a company-wide fundraiser brings your team together and gives them a sense of purpose that’s much more powerful than a paycheck alone. Certainly, the power of donating to a worthy cause is reason enough to participate in some philanthropy this holiday season. As a bonus, companies that engage in outreach projects consistently demonstrate higher levels of employee engagement and retention, which goes to show what happens when you get the upward spiral of gratitude in motion.

During the holidays, it’s easy to take a moment to say thank you to the people who’ve made a difference in our lives over the past year. Sharing your appreciation, however, is just as important in March or August as it is in November. Gratitude begets more gratitude, creating what researchers Robert Emmons and Michael McCullough call an “upward spiral.” Once you set the spiral in motion at your workplace, you’ll see an attitude of gratitude multiply and spread. The easiest way to start is to create a public forum where employees can acknowledge one another. “We have an all-hands meeting once a week, and we finish the meeting by ‘giving props,’ which is recognizing people on the team for their accomplishments that week,” says Badger Maps CEO Steven Benson. “Anyone on the team can give props to anyone else on the team, which fosters an atmosphere of appreciation and teamwork.”


Businesses don’t operate in a vacuum. They’re all part of the communities they inhabit, and your company’s sense of gratitude should reach beyond your staff and customers. Community outreach is the best way to show your neighbors that you care about them.


Creating a culture of gratitude and appreciation will benefit your company long after the last piece of pumpkin pie has been eaten. So take a moment this year to say thanks and show love to your team. And don’t stop doing it, even after the holidays have passed.

During the holidays, there’s so much you can do for those in need in your area. Simply

Experience vs. Potential What Matters More in New Hires?

Scaling a business is one of the most complicated challenges for entrepreneurs. Developing a model that allows for consistent growth while maintaining profit margins and effective systems is a substantial task for business owners. But once the proper blueprint is in place, a new test presents itself, and how well you perform will undoubtedly define the future success of your company. Hiring plays a significant role along a company’s path to success. It’s not a landmark or a checkpoint on the map; it’s the vehicle that takes you to your destination. Your business is only as good as the people who propel it forward. You need individuals who fit into your culture, possess the necessary skills to be effective, and have a desire to continue learning best practices if you’re ever going to achieve your goals. Some qualities are universally known to be linked to good hiring practices, but there’s still one important question that divides the masses: Do I hire for experience or potential?

working knowledge of their craft can provide a sense of security when hiring. With new employees playing such a pivotal role in growth, many employers want to limit uncertainty and ensure they aren’t gambling with their company’s future. But experience doesn’t equate to competency, which is why some employers elect to hire for potential.


The argument for hiring based on potential centers around two concepts. One is that by hiring someone with a bright future and helping them achieve their goals, you could gain the loyalty of that person and thus retain that employee for a longer time. This comes with the caveat that those who have potential also look for potential, so as an employer, it’s important to provide opportunities for advancement. The other argument is that potential combined with training can equate to a more effective employee in the long run. In truth, the disagreement that transpires is a moot point. You can hire someone with experience or an individual with potential and strike out just the same. All successful employees will have one important trait: passion. You can’t teach passion, but you can hire for it.


A degree- or trade-specific education can certainly lay a foundation for an employee to be successful, but experience provides specialized training that cannot be found anywhere else. An employee who has a

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