After all, it’s often said that “if you find a job you love, you’ll never have to work a day in your life.”

I’ve enjoyed most of what I’ve done in my 37-year career, but I did hit a mental roadblock 11 years ago. I had just left a job and felt lost. Day after day I would sit alone on Sunset Beach thinking that maybe my best workdays were behind me.

Then two kids asked me to play. We danced in the waves and built what they thought was an epic sandcastle. That experience changed everything, and my empty tank was now full. I wondered: Can what just happened to me help others in the workplace?

Yes, it can and I’ve seen it happen over and over. Like you, I have faced the challenges posed by unhappy, unengaged employees. Play can help them love their job, interact better with co-workers and turn them into employees worth retaining.

Playfulness at work spawns innovation, develops future leaders, improves mental wellbeing and raises the level of social awareness among employees, which promotes balanced and meaningful diversity, equity and inclusion.

I’ve coached over 450 business leaders and the testimonials they’ve shared after experimenting with play are amazing. Let’s run through a few.

Have you ever been in a boardroom where conflicts run so deep you could cut the tension with a knife? That’s what conditions were like at a trades company on O‘ahu that sought our help. We gave everyone puppets to represent their best selves. Through those puppets – and using playful acting and kindness – employees talked about the conflicts at the company. Forty-five minutes later the conflict was resolved and didn’t come back.

The chief HR officer of a Fortune 100 company became known as the puppet master for his use of puppets to resolve challenges playfully and efficiently. Everyone at the office would at some point pick up a puppet and share their grievances.

We asked the leaders of a company with 17 department heads to define their superhero powers and share how they would create a team of Avengers to deal with the inter-departmental challenges that had plagued their workplace. Within 60 days all departments were operating at greater efficiency.

And we worked with a company that had tragically lost its founder and CEO during the pandemic. We brought together the remaining 11 team members and asked each to create a triumphant story about how the company would go on – written like a children’s story. While each employee foresaw a different path forward, all the stories had similar outcomes. Those stories became the baseline for a strategic plan to lead the company back to success. After all, anything is possible when seen through the eyes of a child.

Writing a children’s story, playing with puppets or summoning the superhero within are just a few ways that play can save the day in your workplace. I double dog dare you to give it a try.

This Month’s Expert:

Steve Rix, Chief Experience Officer at PlayLab

Mindfulness helps create stronger workplaces. I’ve witnessed its transformative power through my work delivering tailored mindfulness training programs to a wide range of local organizations in recent years: from boardrooms on Bishop Street to inside the walls of the Halawa Correctional Facility. It’s time we embrace mindfulness at work, leveraging its benefits backed by rigorous scientific research.

Far from the caricature of a bearded man “om-ing” in lotus position, mindfulness is simply about embracing the present moment with nonjudgmental awareness and kindness. It’s like greeting the here and now with aloha. Scientific research consistently demonstrates that regular mindfulness practice yields significant rewards for people’s overall well-being and effectiveness.

In the workplace, mindfulness offers tangible advantages to employees and leadership alike, serving as a potent tool for stress reduction, improved decision-making and better interpersonal relationships. Executives who embrace mindfulness create stronger teams, with leaders who are present, authentic and compassionate.

Amid the onslaught of distractions in the modern world, mindfulness helps us to regain our footing, enabling us to direct our limited attention to what really matters. Whether it’s completing that uncomfortable task lingering on your to-do list or putting down your phone as your daughter tells you about her day, mindfulness empowers us to live and work with greater purpose and meaning.

For decades, we’ve recognized the benefits of regular exercise for physical fitness. Now, we’re discovering that mindfulness training and regular practice similarly enhances mental fitness. The training programs I deliver are grounded in the science of mindfulness, offering practical insights into its benefits and applications. I work to demystify mindfulness and clear up misconceptions. As I assured a recent U.S. Army group, you don’t need to stop your thoughts and you certainly don’t need to put on a robe and move into a cave.

Together, we practice mindfulness exercises and cultivate skills that help us navigate the challenges of daily life and work. Mindfulness programs elevate individual well-being while also breathing new life into organizational culture.

Hawaii Business Magazine’s Stressed to Strong conference in February made clear that workplaces across the state need to take wellness seriously to support current employees and attract new talent. Mindfulness programs can help us cultivate the strength and resilience necessary for Hawai‘i’s workforce to thrive.

This Month’s Expert:

Noah Pomeroy, Founder, Mindful Work

Even though many local small businesses are capable of fulfilling government contracts and many corporate contracts as well, mainland companies often win them because most local companies are ineligible to bid.

These local companies lack the small business certifications required to apply.

For example, out of more than 44,000 female-owned businesses in Hawai‘i, only 36 are certified as Women Business Enterprises and therefore eligible to bid on billions of dollars a year in certain corporate contracts, according to the Women’s Business Enterprise National Council. And only 24 of those female-owned businesses are also certified as Women-Owned Small Busi-nesses and eligible to bid on federal government contracts.

Other federal small business certifications for government contracts include Veteran-Owned Small Business, Disadvantaged Business Enterprise, and 8(a) Business Development, which includes Native Hawaiian-owned companies.

Also, several national corporate small business certifications are available, including those for female-owned, minority-owned and veteran-owned businesses.

Before 1978, the overwhelming number of federal contracts went to large white male-led corporations. That year, Congress passed Public Law 95-507, which resulted in 23% of all federal contracts being set aside for individuals under-represented and underserved in federal contracting including minorities, women, veterans and other categories. But to access those contracts, small businesses had to be certified by federally approved agencies.

This set-aside program impacted many corporations doing business with the federal government. The corporations were required to set aside a portion of their own contracts for underrepresented and underserved groups. This created two parallel small business certification systems: one for federal contracts and one for corporate contracts.

Nationally, third-party certifiers that manage the certification processes include the Women’s Business Enterprise National Council, the National Minority Supplier Diversity Council and the U.S. Women’s Chamber of Commerce.

In addition to the federal and corporate set-aside programs, 42 states now have their own state, county or city-level certification programs. Hawai‘i does not have its own state or county certifications, but nationally certified Hawai‘i small businesses can get “fast tracked” certifications to bid on contracts in those states.

The certification programs provide businesses with the access, technical assistance, training and support needed to expand and market their goods and services to prospective government and corporate buyers. Once certified, many businesses significantly increase their revenue.

Villa Business Consulting has specialized in government and corporate small business certifications since being mentored by the Walt Disney Co. in 2008, prior to the construction of the Aulani Resort. Since then, it has helped small businesses across Hawai‘i become certified to pursue government and corporate contracts.

Are you taking advantage of the Great Resignation and the many job opportunities out there? Here are 5 steps to ensure your next virtual or in-person interview for a job opening goes smoothly.

1. Research the company you are interviewing with

Focus on what excites you about the company, its mission and history. Why exactly do you want to work there? Recruiters love candidates who will not only get the work done but will do so with passion.

2. Prepare your elevator pitch

An elevator pitch is a clear, brief personal introduction. It communicates who you are, what you’re looking for and how you can benefit the company – all in about 30 seconds or less. Many hiring managers will start an interview with “Tell me a little bit about yourself” and this is where your pitch comes in.

3. Practice common interview questions

Practice your answers to common questions such as “Why did you leave your previous position?” and “What are you looking for in your next role?”

For behavioral interview questions – such as “Describe a time when you ran into conflict” – be prepared to answer using the STAR technique:

• Situation: Describe the event or situation.
• Task: Explain the task you had to complete.
• Action: Describe the action you took to complete the task.
• Result: Describe the result of your efforts.

4. Test your setup

The day before a virtual interview, test your setup and connection to avoid delays or technical issues. Test your camera view, clean up or blur your background, monitor your body language, project your voice (use a microphone/ headset for better audio), practice making eye contact by looking at the camera not the screen. Lastly, make sure you fully charge your devices.

5. Dress for success

This is especially important for in-person interviews, but even for virtual interviews, you should still be dressed appropriately – both top and bottom – and avoid looking like you just rolled out of bed or came home from the beach.

How to Prepare If You Are the Hiring Manager

If you are one of the many Hawai‘i employers struggling to convert applicants into employees, you should optimize your job interview process – virtual and in-person. Here are 5 steps to help you.

1. Minimize interview lag time

Inviting a candidate for an interview that’s more than a month away almost guarantees a no-show. Chances are the candidate will forget or find another job in the meantime. If candidates sound promising, reach out to them within a day or two. If your agenda permits, schedule interviews that same week.

2. Keep up your communication

After scheduling an interview, follow up your conversation with an email that details all the pertinent day-of information including:

• Date, time and location – or teleconference link if virtual.
• Who they will meet with.
• What they should bring.
• Parking instructions if in person.

3. Confirm the interview more than once

Confirm with the candidate at least the day before the interview, more often depending on how far out you’ve scheduled. If you’re unable to reach them by phone, leave a voicemail and follow with an email or text message.

4. Come prepared

An interview goes both ways – the candidate is assessing whether YOU are a good potential employer just as much as you are assessing them. So take the time to study the candidate’s resume and tailor your questions accordingly.

There’s nothing worse for job seekers than sitting in front of interviewers who have no idea who they are meeting with.

5. Outline next steps

Hawai‘i’s job market is competitive so if the interview is going well, make sure you go over your process checklist. What else do you need from the candidate? When can the candidate expect to hear back from you? You don’t want to leave people second-guessing, especially if they are interviewing elsewhere. Other employers may hire them first.

 Expert: Alexarae Kam, Branch Manager, Altres

1. Analyze operations for potential hazards

Conduct a hazard analysis that reviews operations for unsafe practices and conditions that may contribute to accidents. Also evaluate past injury and accident reports to determine if there are trends or problem areas that need attention.

2. Develop a plan and act on it

Use information gathered in the analysis to create a plan that outlines management safety responsibilities, employee expectations and safety communication protocols. The plan should also include metrics for accountability to ensure these elements are being done.

3. Increase communications to create a culture of safety

The more frequently safety is communicated throughout the organization, the better your chances of reducing workplace injuries. Discuss safety and safe work practices during management and department meetings. Periodically inspect the workplace for hazards and discuss the results with management and employees. Thoroughly investigate all incidents and involve management in the process.

4. Educate and engage employees

Employees cannot be expected to work safely if they’re not trained on how to safely work. Incorporate safety messages in the onboarding process. Highlight hazards and controls in employees’ immediate work areas. Familiarize employees with the regulatory requirements for their jobs. Continue safety awareness messaging to all staff and management throughout their employment.

5. Motivate and market

Keep workplace safety top of mind. Recognize and reward employees who have contributed positively to company safety. Use posters, banners and handouts to help maintain and support the company’s culture of safety.

This past year I have been reflecting on how Goodfellow Bros. has succeeded for 100 years, across four generations of family ownership, and maintained a strong culture in the process. While there’s no single answer, there is one constant that I believe translates to any business in any market: Each generation stayed true to the values set by my great-grandfather and his brothers, who founded the company in 1921.

Those values are summarized in “The Goodfellow Way,” a multifaceted code of conduct that emphasizes employees, customers and community.

Show gratitude on the job site

Civil construction is difficult work both mentally and physically, and it is imperative that we as leaders appreciate the contributions of our employees.

Our crews who move dirt, pave roads, lay pipe and pour concrete are the difference between success and failure. It is imperative to see every individual as an important contributor to our collective success, and to show that in our words and deeds. To that end, it is vital that our leadership team’s boots are in the dirt and we are talking with our field workers.

Whenever possible, I sit in on interviews of potential employees. I want them to know who we are and what we stand for. It is about showing our Goodfellow ‘Ohana’ that we care about them and their success by ensuring they have the necessary training and the opportunity to learn new skills and grow.

Chad Goodfellow CEO, Goodfellow Bros.

Healthy work/life balance

To get the best and the brightest, we must understand the need for a healthy work/life balance. Engaged and happy employees will build our culture and make us better able to deliver for our clients. There are many physical and psychological benefits of taking time off from work, so we strongly encourage employees to use their PTO and set expectations with everyone to limit contact with employees on vacation. We also observe a full company closure the week between Christmas and New Year’s to allow everyone to spend more time with family over the holidays.

Dig in to help the community

The third tenet of our value system is that we strive to be respected corporate citizens in our communities. The longterm health and success of our company requires a commitment to social responsibility. We partner with nonprofits to enhance communities and we encourage employees to get involved in the causes that touch their lives.

But that commitment to community must go beyond donations – we must be an active corporate citizen. As an example, on Maui, the fire department can be overwhelmed by brush and land fires. We have the people and equipment to help cut fire breaks and we proactively offer that help. If we see a fire, we call the fire department to offer services. We’ve built trust with those firefighters over decades of support.

As we’ve grown, I’m pleased we have not lost sight of my great-grandfather’s vision and values. If we can stay true to that foundation, the future for our organization will continue to be very bright.

“People used to think we were crazy,” Rogondino says. “But nowadays it’s not a crazy concept.” Here are her tips for managing a remote workforce.

Foster Culture

Having a remote team has forced us to get creative in ways that we might not have prioritized if we were sitting together in an office every day. Since people can’t simply chat in the halls, we promote everyone having a weekly one-on-one fika (Swedish coffee break) with as many different teammates as possible to get to know one another.

We also use Slack as our virtual open door – it’s like stopping by someone’s office. Everyone is expected to keep Slack running during designated work hours to make sure we have instant access to one another.

In addition to our daily project team check-ins, we have monthly project show-and-tells with the whole company. It’s a little extra work, but everyone sees what’s happening across the company, which sometimes doesn’t even happen when you’re all working in the same physical location.

Help Employees Create Comfortable Workspaces at Home

When new employees join the company, we give them $1,000 to set up their workspaces at home. We also provide a monthly stipend so they can buy work items as needed. This lets everyone maintain a professional workspace and still costs less than maintaining a brick-and-mortar office.

Meet Operational Challenges

Maintaining a workforce spread across 15 states has operational and cost downsides. Every state has its own employment laws and tax regulations and we need to comply with all of them. We hired a professional HR and payroll company to manage this for us.

Final Thoughts 

Working remotely used to be frowned upon in some corporate communities. If there is a silver lining to this pandemic, it’s that more people now appreciate that remote work can afford a better work/life balance and even boost productivity.

In the future, it will be the norm for companies to at least offer a remote work option, and many companies will likely be a hybrid of both in-person and remote work. With the right plan and some thoughtful resources, any organization can thrive despite not being physically together every day.

Rocket Communications is an enterprise user experience, or UX, design firm focused on mission critical applications and systems, including designing for the Department of Defense. 

This month’s expert: Michal Anne Rogondino, CEO of Rocket Communications

A: When the pandemic first hit, there was a rapid response to meet mandates. Makeshift solutions such as plexiglass barriers and tape marking 6-foot increments of separation turned shops into scenes from an apocalyptic movie. Now that it’s evident the fallout is long term, shops and restaurants must adapt to be relevant. Here are factors to consider.

Reposition

Many owners have taken advantage of the forced downtime to rethink operations and their use of space. Businesses that took advantage of increased delivery channels have done better. Space near the front of the house is often needed for customer fulfillment and order-ahead options. In dining, there is increased demand for quick-service restaurant pads with drive-thrus that reduce unnecessary human interaction.

Prioritize Health and Safety

Retail and restaurant projects must prioritize the health and wellness of consumers and workers while doing what they can to attract customers. Among the new design standards to consider are:

• Ample space for people to move around yet maintain social distancing.
• Advanced HVAC systems to clean the air.
• Contactless fixtures.
• Easy-clean surfaces.
• Outdoor/open-air seating options.
• Extending existing physical barriers for distancing.

Operational Pivots

Creative design solutions that can help include:

• Curbside services or walk-up windows that allow customers to buy or collect merchandise without entering the store or restaurant.
• Pass-through stations at restaurants that provide the most direct route possible from kitchen to table.
• Digital menus with QR codes.
• App-based technologies that allow for easier preordering, contactless pickup or “reserving” a place in line.
• Single-use materials or cardboard trays so customers can eat in their cars or at nearby parks.
• Considering the safety of employees, as well as guests.

Repurpose

Among other progressive ideas are:

• Turning dormant retail or office spaces into residences or hotels.
• As more people work remotely, the leash to downtown and urban cores has loosened and a greater premium is being placed on space and access to the outdoors. Incorporating open-air environments makes patrons feel safer and elevates their overall experience.

Among the many things we have learned from the pandemic is the value of diversification and innovation in business. Adding those elements to your family business can be a challenging process, but here are six steps to jump-start that essential transition:

1. Look hard at the company’s mission and values

That can be painful, especially when a founder’s vision has served the company well for many years. But times change, and companies die when they don’t adapt to those changes – now more than ever. Hold many conversations and make sure all family members are on board with the company’s revised mission and its values.

2. Put on your entrepreneurial hats 

Look for gaps in the market and see what you can do to fill those gaps. Once a gap is identified, invest in market research. It doesn’t have to be fancy or expensive, but it should help you assess whether your idea to fill that gap has potential.

3. Look at your technology platforms 

They should optimize your efficiency, enhance revenue generation and help you to effectively communicate with customers and your internal team. If your tech is subpar, there are lots of alternatives out there, and the options grow every month.

4. Embrace calculated risk

Innovation is risky but it doesn’t have to be too risky. Think, plan, do, test, change and repeat until you finally find the right things to go all in on.

5. Vet every idea 

Vet ideas from others in the family, even ideas you don’t like. You are not the customer. Know there will be disagreements among your family and employees along the path to diversification and innovation. Embrace those disagreements and practice productive conflict strategies to help find the best path.

6. Consider succession

Amid all the changes in Hawai‘i and the world, acknowledge that this may be the best time for your generation to let go and let the next generation take control. They may be ready and have the skills to thrive in changing environments while wanting to protect the legacy of the family-owned company.

Many use insurance to help manage risks, including common policies covering business property, general liability, professional liability and technology/internet liability. When I was a small-business owner, it never occurred to me to think beyond these common policies – mainly because it’s human nature to avoid thinking about things like disability or death, especially while focused on running your business. But you should consider other options.

ARE YOU PREPARED?

The 2019 LIMRA Life Insurance Barometer study showed that only 57% of Americans have life insurance and only 20% have disability insurance. This suggests that many business owners probably don’t have the necessary protections to support their business in the event of sudden disability or death. I can personally relate. In 2012, I owned a business, was blessed with our first child, and was diagnosed with stage IV cancer. Suddenly, my life was turned upside down and I began to think of the insurance policies I had been offered years earlier.

SMART CONSIDERATIONS

In addition to disability insurance, there’s a policy called “key person” insurance. This provides a business with a cash injection, via a death benefit payment, that can be used by the surviving business partners to keep the company financially afloat until a new support model can be identified. If you have partners, a “buy-sell agreement” is recommended. Typically structured as “cross-purchase buy-sell agreements,” each partner buys a life insurance policy on each of the other partners. The death benefit for each policy is generally equal to the respective partners’ agreed-upon shares of the business.

If I had employed this strategy before I got ill, it would’ve provided me with the peace of mind knowing that my family would be financially supported with the equity that I worked so hard to build. My partners would also have been protected, offering them the option to purchase my share of the business from my family at a previously agreed-upon price. As they say, hindsight is 20/20.

My experience has shown me the importance of proper life insurance protection and how the lack of planning could devastate a successful business and the lives of our loved ones. President John F. Kennedy said it best: “The time to repair the roof is when the sun is shining.” This principle rings true for small businesses.