Congratulations, you have survived another busy season. I trust you’ve taken time to thank your employees for a job well done and to celebrate their achievements individually and as a team. It truly takes a village to be successful in this industry.

Now that things have slowed down, I hope you’re taking time to refresh, restore and rejuvenate. Just as plants go dormant in the winter so they can bloom again in the spring, it’s important to recharge your batteries when business slows down.

Unfortunately, we live in a culture where people are working longer hours, yet leaving more and more vacation days on the table every year. According to a recent survey conducted by the U.S. Travel Association’s Project: Time Off, 55 percent of Americans didn’t take all their vacation days in 2015, up from 42 percent in 2013.

The study cites numerous reasons people don’t take time off. The top two reasons are the fear that either no one else can do their job, or that they will be rewarded by having to come back to a mountain of work. Others want to show dedication to their company or are concerned that if they do take time off, they will be passed over for a promotion.

As the leader goes, so goes the team. If you’re a workaholic who never takes time off, your employees will be reluctant to as well. Before you start thinking, “That sounds great,” I invite you to consider the long-term costs of fatigue, rigidity, stress, increased healthcare costs and loss of creativity and innovation.

Four things that you can do to help your team refresh, restore and rejuvenate:

1. Model that taking time off to recharge is critical to success and well-being. When you come back energized with a smile on your face and new ideas for the future, you strongly signal that you want your team to do the same. State your beliefs and the message becomes even stronger.
2. Monitor vacation days. Ensure your full-time staff regularly takes time off by monitoring their vacation days and insisting they schedule time away from work. While you can’t force them to go on vacation and a week might not always be feasible, you can at a minimum require them to take the occasional long weekend or leave work early.
3. Cross-train and create a team mindset. No one wants to return to double the work. You can kill two birds with one stone by cross training people on how to do the tasks of other people’s jobs. This ensures individuals can take a vacation without worrying about all the work that will be waiting for them, and that your department and organization have the safety net of having someone in the wings who can hit the ground running on any given day.
4. Create a “don’t check in” policy. In today’s hyper-connected world, it can be challenging to truly disengage from email and work. When an individual is on vacation, create the expectation that unless it is absolutely critical, they will not be contacted, and they are expected to unplug from work while on vacation. Record new voicemails and set emails to auto respond with a message that tells them when you’ll be back and whom they should contact in case they need immediate assistance.

While it may be scary to leave, if your people aren’t up to the task of covering work and keeping things running smoothly while you’re gone, you’ve dropped the ball on training and are crippling your staff and organization. No one should be indispensable, not even you!

Sherene works with organizations that want to boost their Leadership IQ so they can enhance effectiveness, increase employee engagement and raise productivity. sherenemchenry.com

Photos: Karen E. Varga

Evening Scentsation

With a strong scent reminiscent of hyacinth, this new AAS-winning blue petunia from American Takii filled the greenhouse with a pleasant aroma. Evening Scentsation’s color changes from dark to light blue and develops a shine as it ages. It’s best for a basket or landscape use. Watch the video here: bit.ly/2rxjH8l

Photo courtesy of Danziger

Pazzaz Nano

This year, Danziger’s portulaca breeding efforts were on display for the first time with its Pazzaz Nano series, available in four colors. Bred for a controlled growth habit, this portulaca does not need PGRs, which makes it easier for growers to produce. Pazzaz Nano will grow to its pot size, so it can be produced in a wide range of containers, from 4-inch pots to baskets and gallons. To learn more, check out the video: bit.ly/2qgQ6Lm

Photos: Karen E. Varga

Popstars

For those customers looking for a new twist on traditional phlox varieties, look no further than the new Popstars series from Floranova. Its unique star-shaped blooms and six striking colors caught our eye, and growers will like its 90 percent seed emergence rate, as well as its disease and heat tolerance, ability to be grown cool, and plug uniformity. For more on Popstars and other new introductions from Floranova, check out this video: bit.ly/2rxvuUa

Photos: Karen E. Varga

Obsession Cascade

Syngenta Flowers introduced Obsession Cascade verbena, which the company says is the first trailing verbena from seed and has excellent powdery mildew tolerance. These varieties can stand alone in a container or be part of a combination, as in this photo of Obsession Cascade Twister Purple mixed with Plush White and Plush Deep Purple. For more on Syngenta’s new annuals, visit bit.ly/2s02T6c

Photo courtesy of Ball FloraPlant

Bloomify

“Bloomify will not multiply,” is what we were told at Ball FloraPlant during Spring Trials. This University of Florida-certified sterile lantana series will not set seeds, so it will not go out of flower during the end of summer. Red and Rose are the two new colors in the series. Learn about this series and two other industry firsts in this video: bit.ly/2oT6v9i

Candy Tops

Photos: Karen E. Varga

This new mid-sized snapdragon series by Sakata is floriferous and will have long-lasting color throughout the season. Candy Tops has five bold colors and a mix. For more on Candy Tops and other new varieties, watch this video: bit.ly/2qSUGSa

Surfinia Trailing Red

Photos: Karen E. Varga

Suntory Flowers caught attendees’ eyes with its new Surfinia Trailing Red petunia by displaying it with a showy red motorcycle. This petunia is a versatile plant that can be used in a variety of settings, filling out baskets and landscapes. Watch the video here: bit.ly/2rxgGET

Photos: Karen E. Varga

Great Falls

The varieties in the Great Falls trailing coleus series by Dümmen Orange were selected for their ability to combine well with Safari Confetti Gardens mixes. The varieties offer structural integrity and versatility to the combos. The coleus makes the combos more durable during shipping, and the coleus’ heat tolerance gives them longevity at the consumer level. Learn more about Great Falls and other new introductions here: bit.ly/2qSRaHu

Photos: Karen E. Varga

Bright Light Double Moonglow

This new Proven Winners osteospermum was the second most popular pick amongst Spring Trials attendees, particularly for its 24-hour sunny color due to its semi-double flowers that don't close. Growers can produce it as an early spring or fall crop, and will appreciate its heat tolerance. See all three top picks here: bit.ly/2reeORN

Ninth grade Algebra was my nemesis. The principles just didn’t make sense. Why was I adding letters? For an entire year, I told myself, “Don’t build a wall, Sherene. Don’t put up a wall.” I intuitively knew that if I did, I would never learn what I needed to pass the class.

There are still things that threaten to send me into a tailspin. Recently, trying to learn how to research SEO keywords and even a complicated card game made me want to shut down. Learning can be challenging, especially with deadlines and when others are watching.

What about you? Where do you struggle and when are you most tempted to shut down? What about your team? What is each member most prone to struggle with?

Feeling inadequate and stupid does little for self-esteem, yet the world is ever changing. Employees and businesses who don’t come up to speed become obsolete and get left behind.

Adaptive leaders recognize when and where an employee is struggling and know it’s not enough to say, “It’s easy, all you have to do is …”. Wise leaders work to empower and equip individuals for peak performance. The following are tips to help you do that even more effectively.

1. Provide adequate training. When a skillset is missing, training is required to bring employees up to speed. For example, when you implement a new point of sale system, employees need instruction. Additionally, new hires always need trained on essential job functions. The clearer the expectations and instructions, the better.

Training is critical to your team and organization’s success. Skimp on providing it, and you’ll encounter unnecessary and often costly mistakes, frustrations and turnovers. Leave it in the hands of someone who is impatient, too busy or not a good teacher, and you’ll experience similar results.

2. Recognize mindset problems. When skillset training doesn’t work, dig deeper. There is almost always a mindset problem preventing an individual from coming up to speed. For example, depending on the age and experience of your employees, someone struggling with or avoiding technology is most likely shutting down because of a mindset problem.

Over several years, I tried to help a friend get up to speed with using the computer. He’d completed the training his workplace required and provided, but it never stuck. Although bright, hardworking and highly motivated to succeed, nothing worked. It was as though a fog encircled his brain. I finally asked, “What’s your preferred learning style, hearing, doing or seeing?” He quickly answered, “Doing.” Having watched him do what I was teaching him over and over to no avail, it finally dawned on me that he was experiencing a mindset rather than a skillset problem. Once we addressed his mindset, he quickly came up to speed.

What was the problem? Over the years he’d repeatedly told himself, “I’m not good at computers,” and “I don’t like computers.” His brain believed him. I utilized a tapping technique to help him overcome his technology phobia and anxiety, and in less than three minutes, he was whizzing through what he had tried to master for years. Even more impressive, he hasn’t needed my assistance since.

A coach, counselor or other helping professional may be needed to help employees identify and overcome what holds them back. If your organization provides such services, fantastic. If not, encourage a beleaguered employee to find a practitioner who can help them identify, overcome and succeed.

Once you know what’s going on, it is far easier to problem solve and lead individuals and your team to long-term success. Who wouldn’t want to work for such a great boss?

Sherene works with organizations that want to boost their Leadership IQ so they can enhance effectiveness, increase employee engagement and raise productivity. sherenemchenry.com

Photo: Thinkstock.com

In November 2016, the U.S. Citizenship and Immigration Services (USCIS) released an updated “smart” version of the Employment Eligibility Verification Form I-9 (“I-9”). As of January 22, 2017, all employers were required to begin using the updated form for new hires in the paper or fillable PDF version. Current employees who have already completed an I-9 upon hire do not need recomplete the new Form I-9. It is only for employees hired on or after January 22, 2017.

Along with the new form, the USCIS issued 15 pages of revised instructions for completing the new I-9 — nearly double the size of the former version — and a new handbook for employers. The instructions are informative and useful for anyone responsible for ensuring proper completion of I-9s.

The new I-9 is considered a “smart” form because it is available in a fillable PDF format that includes real-time error checking notifications, validations for specific fields, drop-down lists and calendars, and hover text instructions. These changes were designed to minimize common technical errors that often occur when completing the form.

Although the new Form I-9 can be completed and retained electronically, it does not meet the technical definition of an “electronic I-9” under Department of Homeland Security (DHS) regulations. Because of this, if the PDF version is used, a hard copy must be printed and signed by both the employee and the authorized employer representative who verifies the original identifying documents.

I-9 compliance refresher

With increased immigration enforcement on the horizon, now is a good time for employers to self-audit I-9s for current employees and to ensure that I-9s for new hires are being completed properly.

Here are some important tips to help enhance compliance:

1. Section 1 of the I-9 must be completed by the employee at “the time of hire.” The phrase “time of hire” is defined by USCIS as the period of time after the job offer has been accepted and before the end of the employee’s first day of active employment.
2. Section 2 of the I-9 must be completed by the employer within 3 business days of the date of hire. (The term “hire” means the beginning of employment in exchange for wages or other remuneration. Based on this definition, the “date of hire” means the first day of work for pay.)
3. Employees who are rehired within 3 years of the date of their previous I-9 do not need to complete a new I-9; however, Section 3 of the previous I-9 must be completed.
4. Reverification of List A and List C documents is never required for U.S. citizens, noncitizen nationals, or lawful permanent residents who presented a Permanent Resident Card (Form I-551). Reverification does not apply to List B documents.
5. I-9s should not be completed by independent contractors.
6. The 15-page instruction document and List of Acceptable Documents (page 3 of the Form I-9) must be made available to employees (in print or electronically) at the time they complete Section 1 of the form.
7. The I-9 is available in Spanish; however, only employers in Puerto Rico may use the Spanish version. Employers in the United States may use the Spanish version as a translation guide for Spanish-speaking employees.
8. Employees are free to choose which documents they submit to establish their identity and eligibility to work in the U.S. Documents that reasonably appear to be genuine must be accepted. Employers may not ask employees to provide specific documents (such as a Social Security card) for I-9 purposes. To do so may constitute unlawful discrimination.
9. Employees must present original, unexpired documents in the physical presence of the company representative completing Section 2 of the I-9. The documents must include either one document from List A or one document from List B and one from List C. The List B document must contain a photograph if the employer participates in the E-Verify program.
10. Employer representatives who physically examine List A, B, and C documents in the employee’s presence must complete Section 2 in its entirety, including the full name of the document (or the common abbreviation), the issuing authority, the document number, and the expiration date. The employer representative must sign the Certification in Section 2, which is an official government affidavit attesting under penalty of perjury that he or she examined the documents, they appear to be genuine and to relate to the employee named, and to the best of his or her knowledge, the employee is authorized to work in the U.S.
11. For employers who do not participate in the E-Verify program, photocopying original documents presented by employees is voluntary. If an employer elects to photocopy documents, to minimize the risk of a discrimination complaint based on citizenship status, immigration status, or national origin, this practice should be applied consistently. Section 2 of the I-9 must still be completed by employers who elect to photocopy original employee documents.
12. I-9s should be stored in a secure location separate from personnel files. If photocopies of documents are made, they should be retained with the I-9s and presented during an investigation or audit by an authorized agency.
13. Completed I-9s must be retained for as long as an individual is employed. I-9s for employees who have separated must be retained for 3 years after the date of hire (first day of work for pay) or 1 year after the date employment ends, whichever is later.

Failure to comply with regulations pertaining to employment verification and proper completion and use of the updated I-9 can result in serious consequences. As of August 1, 2016, fines associated with mistakes and/or omissions on an I-9 and failure to make I-9s available for inspection have increased 96 percent, from a minimum of $216 (formerly $110) to a maximum of $2,156 (formerly $1,100) per violation. Penalties for discriminating against immigrant workers and violating visa-related requirements have also increased.

The best way to minimize liability is to conduct periodic audits of I-9s and, when necessary, to follow USCIS’s specific procedures for correcting errors or omissions. Audits should be conducted by someone who is knowledgeable about immigration and I-9 requirements and USCIS rules. If you haven’t conducted an I-9 audit lately, now is the time to dust off your forms and start the inspection process.