Houston expert: How to leverage this viral trend to boost performance of your workforce

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Houston expert weighs in on how to best take advantage TikTok's trending "corporate weapon" videos that highlight productivity in the workplace. Photo via Getty Images

Trending corporate weapon videos portray the time in the day when employees put down their phone, ignore distractions, and accomplish a high volume of work in a short period. Influencers are also discussing their “daily corporate weapon timeline,” which describes the ebbs and flows in their productivity throughout their day.

Managers can implement a few strategies to leverage corporate weapon mode for performance management.

Discuss performance with your team

Corporate weapon is an avenue to discuss performance and time management with your staff. The videos have attracted attention because professionals find them relatable, hybrid, and remote workers in particular.

Even if you do not send your employees corporate weapon videos, you can nonetheless begin a conversation about daily ebbs and flows in productivity. Personal factors such as child care duties, commute time and circadian rhythm can influence an individual’s daily productivity timeline. Your team can improve their collaboration through understanding one another’s workflows and optimizing team schedules to maximize productivity.

Address digital distraction

Remote work can help employees cultivate a distraction-free environment. That said, phones can become a distraction whether your employees work in the office or at home. In corporate weapon videos, professionals usually put their phones away before focusing fully on their work.

Statistics reveal that many professionals struggle with online distractions. Research from nonprofit Screen Education has suggested that on average, workers spend 2.5 hours a day accessing digital content unrelated to their work.

Managers should proactively address digital distractions with their teams in a non-judgmental tone way. They can also suggest time management tools, such as screen-limiting or time-tracking software, so employees can understand how they might use their time more effectively.

Encourage employees to enter deep focus

Corporate weapon mode illustrates how crucial deep focus is to performance management. When an individual is in deep focus, they are focusing only on the task at hand without distractions.

Too many meetings can limit opportunities for employees to perform deep focus work. In fact, research from the Harvard Business Review shows that when 76 businesses cut back on meetings by 40 percent, employee productivity went up 71 percent. In addition, employee satisfaction rose 52 percent.

One option to allow additional time for deep focus is to designate some days or time as “meeting-free” company-wide. Managers can help, too, by encouraging their team to block off windows on their calendars for independent work, which will not require the organization to change its overall policies.

More than a TikTok trend, corporate weapon mode is a chance for leaders to initiate a transparent discussion with their staff. Through more effective time management, employees can optimize their performance and contribute to business success.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

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This week's roundup of Houston innovators includes Lacey Tezino of REACH, Prabhdeep Singh Sekhon of Gold H2, Jill Chapman of Insperity. Photos courtesy

3 Houston innovators to know this week

who's who

Editor's note: Every week, I introduce you to a handful of Houston innovators to know recently making headlines with news of innovative technology, investment activity, and more. This week's batch includes a podcast with the new CEO of a gold hydrogen biotech company, the leader of a health tech program, and an HR expert.


Lacey Tezino, program manager at the Gulf Coast Consortium's Research Evaluation and Commercialization Hub

According to program manager Lacey Tezino, REACH received 31 applications over the course of a month last fall. Photo courtesy

A group of seven groundbreaking scientists has been chosen as the first cohort of a top-flight new program for medical innovators.

Last year, the National Institute of Health (NIH) awarded theGulf Coast Consortium with a $4 million grant. Its use? The Research Evaluation and Commercialization Hub, known as REACH. REACH combines the powers of one of the world’s largest inter-institutional cooperatives — including eight Houston-area medical research organizations— to help accelerate fledgling innovations.

According to program manager Lacey Tezino, REACH received 31 applications over the course of a month last fall.

“They were really solid applications. I was just like, ‘Can we take all of them?’” Tezino tells InnovationMap. Continue reading.

Prabhdeep Singh Sekhon, CEO of Gold H2

Prabhdeep Singh Sekhon joins the Houston Innovators Podcast. Photo courtesy of Gold H2

Using microbes to sustainably unlock low-cost hydrogen sounds like the work of science fiction, but one Houston company is doing just that.

Gold H2, a spin-off company from Cemvita, has bioengineered subsurface microbes to use in wells to consume carbon and generate clean hydrogen. The technology was piloted two years ago by Cemvita, and now, as its own company with a new CEO, it's safe to say Gold H2's on its way.

"First of all, that was groundbreaking," Prabhdeep Singh Sekhon, CEO of Gold H2, says of the 2022 pilot in the Permian Basin, "to be able to use bugs to produce hydrogen within a couple of days."

"2024 is supposed to be the year where Gold H2 takes off," Sekhon, who joined the company in April, tells the Houston Innovators Podcast. "It was one of those opportunities that I couldn't turn down. I had been following the company. I thought, 'here is this innovative tech that's on the verge of providing a ground-breaking solution to the energy transition — what better time to join the team.'" Continue reading.

Jill Chapman, director of early talent programs at Insperity

Ultimately, volunteer programs provide a platform for employees to make a positive impact in the community. Photo courtesy of Insperity

Companies of all sizes and stages can implement community-focused initiatives for volunteering, as Jill Chapman of Insperity explains in a guest column.

"Expanding one’s social responsibility doesn’t have to break the bank," she writes. "Smaller companies trying to make an impact should start by establishing initiatives that lay the foundation for a successful volunteer program. To further build out a volunteer program, leaders should look to their employees to define what organizations or causes they are passionate about."

Chapman provides more details on how to introduce volunteering to your workforce. Continue reading.

Ultimately, volunteer programs provide a platform for employees to make a positive impact in the community. Photo via Getty Images

How to best implement company volunteer programs, according to this Houston expert

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Businesses continue to find new and innovative ways to promote volunteerism in alignment with efforts around corporate social responsibility. While larger corporations may have the resources to implement extensive volunteer programs, smaller corporations seek resourceful and cost-effective ways to give back to the community.

In addition to giving back to the communities' businesses serve, volunteerism is a great opportunity to support organizations that align with a company’s goals and further support or positively impact their industry. Similarly, prioritizing opportunities that are relevant to employee’s passions and interests can help boost participation from the organization.

Expanding one’s social responsibility doesn’t have to break the bank. Smaller companies trying to make an impact should start by establishing initiatives that lay the foundation for a successful volunteer program. To further build out a volunteer program, leaders should look to their employees to define what organizations or causes they are passionate about. In addition to surveying employees, identifying social concerns and personal cases such as a family member who is battling an illness within the organization, is another opportunity to build upon altruistic efforts.

While the demands of managing a philanthropic project may be a lot for one person to carry, establishing an internal council or team to help coordinate volunteer opportunities can help streamline efforts. Beyond a hands-on approach to volunteerism, companies can help multiply efforts by providing paid volunteer hours, matching gift programs and designating community service days.

Paid bolunteer hours

One cost-effective way for companies to give back through volunteerism is investing in paid volunteer hours for employees. Paid volunteer hours allow employees to commit a set number of hours each month or quarter to take paid time out of their workday to volunteer. Establishing a couple of hours of paid volunteer time can reap positive benefits for companies, their employees and the non-profit organizations they serve.

For many non-profits and charities, donating time to volunteer can be just as valuable as donating funds. Establishing a system where the team identifies a new volunteer opportunity every quarter can motivate employees to give back and continuously contribute to the volunteer program. In addition, providing paid volunteer hours is often seen as an employee perk and can be a great way to attract and retain top talent. Finally, coordinating volunteer opportunities does not have to be a burden, companies should lean on volunteer coordinators from organizations they are interested in partnering with to set up shifts and learn about how they can continue to give back.

Matching gift programs

In parallel to donating time, donating funds is another effective way to support non-profits and charities. Companies who are looking to make a bigger impact through financial support can organize matching gift programs. Matching gift programs are a philanthropic approach where companies financially match donations their employees make to non-profit organizations.

Deciding how much money to set aside annually for social investment is the first step to budgeting appropriately for matching gift programs. After setting aside a budget, determine what portion of funds will be allocated for monetary versus goods and services such as meals, gifts, etc. Following prioritization of the budget and how funds will be allocated, determine how much money the company is able to match employees. Most importantly, establishing ground rules for gift matching ensures the company supports its employees' philanthropic efforts while aligning with its own realistic expectations. Matching gift programs are considered a great opportunity to make a positive impact and help employees maximize their donations.

Community service days

Donating time and or money on a consistent basis may not be an ideal option for every company, especially those who are beginning their corporate volunteer efforts from the ground up. Community service days are a practical alternative to paid volunteer time and matching gift programs.

Community service days offer more flexibility as they can be sporadic and align with times when an organization is most available. Community service days are established days to choose projects or offer services free of charge which in return give back to the community. These services could include planting trees at a local park, working with the local animal shelter, hosting blood drives or delivering food to homebound residents. Companies should look for opportunities to support the community especially in times of crisis or natural disasters. Identifying how a business can support a community in need after major events like hurricanes, floods and other catastrophes can have a huge impact on a business’s corporate social responsibility.

Ultimately, volunteer programs provide a platform for employees to make a positive impact in the community. The effects of volunteer efforts through financial or in-kind donations expand beyond employee engagement. These opportunities further build relationships within the communities they serve and position participating businesses as a supportive partner.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

It is important for hiring managers to be realistic as they approach recruiting and hiring timeframes and make smart hiring decisions. Photo via Getty Images

Houston expert: How you should be approaching recruiting in 2024

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The January jobs report, per BLS, may be cause for celebration with 353,000 new jobs, but with a low unemployment rate of 3.7 percent, the tight labor market persists.

The same report states there were 2,000 more jobs in oil and gas extraction in January. Finding the right people for energy jobs can be a challenge right now as the industry has experienced flux the past few years. Many energy employers find key talent has moved into new industry verticals, drawn by the promise of increased stability.

Recruiting in the tech and energy sectors may be challenging, but the right candidates are out there. It is important for hiring managers to be realistic as they approach recruiting and hiring timeframes and make smart hiring decisions. The organization will be better off in the long run for this approach.

The following recruiting strategies are poised to support energy employers throughout the year.

Get personal.

Job candidates want to feel like their future employer is genuinely interested in them, which means recruiters should personalize the candidate’s experience. This starts by taking a holistic look at the hiring funnel and considering ways to make each candidate feel as though they are the only one you are talking to for the role.

Each touchpoint impacts how the candidate perceives the organization. The job description should inspire candidates, making them excited to apply and motivating them to dream about a future with your organization. Personalizing recruitment outreach messages to speak to their individual talents instead of a standard, generic message speaks volumes.

Moving through the hiring process as quickly as possible is important, but recruiting is about the long game. There are candidates who fall into place in a matter of days. Other times, you may have a conversation with a candidate months or even years before the timing is right for them to make a move. Asking about the candidate’s professional timeline and letting them know that you are willing to work with them, no matter how fast or slow, makes them feel special and valued by your company.

Be ready to compromise.

It has become hard to find the right fit for some of the energy jobs today. However, this does present an opportune moment for employers to reassess the conventional prerequisites typically required for specific positions. Criteria such as an exact college degree, a specified number of years of relevant experience, industry-specific expertise, an unbroken work history and proficiency in specific software applications are areas to reconsider in the job postings, job descriptions and interviews. This strategic adjustment broadens the talent pool and provides access to individuals whose suitability for a role might have been overlooked. Shifting away from stringent education backgrounds and narrowly defined experience, and instead prioritizing qualities such as adaptability and learning capabilities in the search for candidates, recruiters may discover a smoother path to securing qualified candidates.

Grow internal talent.

Recruitment today also means recruiting internally. The optimal approach to efficiently filling positions is promoting the role internally as existing employees have a vested interest and are deeply ingrained in the company’s culture. Their familiarity with colleagues, procedures and protocols facilitates a swift transition into new roles. In order for this to become a possibility, it’s imperative for leaders to nurture internal talent through professional development initiatives that equip employees with the skills needed for advancement. Tailored learning opportunities, mentorship and guidance for reskilling and upskilling can foster internal mobility, enhance employee retention and ensure sustained success. With all this in mind, recruiters should keep in close contact with management teams to discuss internal candidates and their career path.

There is no one way to recruit in 2024, but focusing on the individual and their skills as well as in-house candidates can make it a successful endeavor.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

How to prevent micromanaging at your Houston startup, small biz

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A manager’s job is to coach their teams and create opportunities for them to succeed. Yet, as managers rise through the ranks, they are not always trained in how to delegate, trust their teams and let the little things go. If managers lack these skills, their micromanaging can quickly lead to an unhappy work environment and increase employee turnover.

A team can become even more successful when managers do not try to control and monitor everything. Instead of getting caught up in the project’s minutia, managers should focus on the bigger picture. The best approach is to delegate tasks and trust the team to complete their assignments, without interfering with the direct work.

Startups and small businesses are full of people with an entrepreneurial mindset who love to roll up their sleeves and get to work, no matter their job description. Just like frontline managers, founders and leaders need to be mindful not to become micromanagers, by giving their teams both the guidance and autonomy to make the business a success.

To prevent micromanagers from taking root in the organization, follow these tips.

Identify the micromanager

Micromanagement is not always easy for founders to detect. However, recognizing and understanding micromanagement is paramount to well-functioning teams and businesses.

When looking for signs of a micromanager, start by searching for managers who tend not to delegate and, if work is delegated, take over from their teams again and again, even after only a simple and harmless mistake. As a result, most of their time is spent overseeing others, while failing to progress on their own work. This can lead managers to lose focus on larger projects and strategy, unable to see how their daily tasks relate to the larger goals of the organization. Additionally, micromanagers request frequent updates and often find deliverables unsatisfactory.

As leaders, it is important to know the signs of micromanagement in order to prevent employee work dissatisfaction and high turnover, which is detrimental to a small business. The culture of a brand-new startup encourages everyone to do everything, which is exciting and rewarding. Managers may grow accustomed to being deeply ingrained in their employees’ day-to-day work. That said, as business scales and becomes more successful, teams expand, and micromanagement is no longer a sustainable management style.

Establish a process

Implementing a formalized process or workflow can help those who tend to micromanage track team projects. Since some use micromanagement to feel in control of a larger project, a project management system or software can help them focus on the higher-level strategy. When the company has a specific method for recording common tasks, they reduce the risk that managers will check-in too often while still lending structure to the overall projects. Beyond helping micromanagers, project management systems help everyone stay on track and communicate at every step in the process. This can increase self-management and efficiency within the organization.

Provide training

Leadership training provides the tools to improve team management and discuss the company’s expectations of managers, which can prove helpful, no matter the leader’s tenure. Management training often highlights a manager’s current leadership style, encourages self-reflection on their strengths and weaknesses, and provides the tools for growth.

Oftentimes, micromanagers are perfectionists and need to simply set their expectations with team members. These expectations can include preferred communication methods and frequency, how to ensure clarity of the tasks, workflow/project management and alerts surrounding urgent updates/mistakes. Once a manager knows their own expectations and communicates them with the team, they establish a better working environment.

Set objectives and key results

Savvy business leaders know micromanagers want to control the end goal. Setting objectives and key results (OKRs), which are actionable, quantifiable, have a deadline and ambitious, allows managers to practice control by meeting the objectives without feeling the need to control every aspect of the project. OKRs encourage managers to focus on big, impactful objectives that can be accomplished in a set amount of time.

Once the OKRs are set, regular, once a week meetings can give everyone the chance to present their progress and give group feedback on the OKRs. Management is also likelier to look at the bigger picture and allow their teams to thrive independently.

Bottom line

Teams need managers, but they need managers who provide guidance and give them the space to thrive. Addressing micromanagement does not mean managers should eliminate one-on-one check-ins or knowing a few of a project’s details. It does mean managers should trust team members to do their jobs. Mutual trust works wonders for workplace culture and a small business’s retention efforts.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

Of all employees, managers have faced some of the most significant changes, and their engagement levels paint a sobering picture. Photo via Getty Images

Houston HR expert: Mitigating the manager squeeze

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Middle managers are in a precarious position in today’s workplace as they are caught in the crossfire of conflicting demands from leadership and their teams, also known as the “manager squeeze.”

Of all employees, managers have faced some of the most significant changes, and their engagement levels paint a sobering picture. With only 31 percent of managers engaged, 55 percent looking for new jobs and barely one in five stating their organization cares about their wellbeing (Gallup), employers need to look more closely at their management teams and take action.

A strategic approach and effective communication can help mitigate the manager squeeze and provide a more pleasant work environment.

Provide clear expectations

Even though managers need to meet the expectations of their own supervisors, they should also set clear expectations. By proactively establishing clear and realistic expectations with leadership and their own team members, managers can ensure everyone is aligned from the start so there are not conflicting demands. Expectations can include setting achievable goals, agreeing to schedules and timelines, and communicating any potential changes that may occur.

Set priorities

Managers tend to juggle their most productive hours with people management responsibilities. Knowing the importance of people management, managers should prioritize their own tasks and delegate as appropriate. The act of delegation can lighten the manager’s workload and also empower team members to take on and learn new skills that contribute to the project’s success.

Encourage open communication

Open, transparent communication is a benchmark for many organizations. Encouraging managers to keep communication channels open, going both up and down, is imperative. Managers who can express concerns or challenges, and their team members who can do the same, allow teams to more quickly identify potential challenges and allay misunderstandings.

Offer learning and development opportunities

Not everyone is an innate manager and those who do it well put effort into it. Learning and development (L&D) opportunities are crucial for this group as they need to stay up to date with industry trends, but also it offers time for them to fine tune their leadership techniques and communication skills. Investing in L&D provides valuable returns in the form of a revived manager base, a more engaged workforce and increased productivity overall.

Create a network

Support is an important tool to avoid the manager squeeze. Superiors or mentors can provide guidance when there are issues or conflicting demands, while peer groups can help provide valuable insights into managerial styles and offer constructive feedback. In all situations, creating a network of leaders to lean on and trust can become a crucial element for manager success.

The manager squeeze is bound to happen when there are conflicting priorities. However, when a workplace establishes a culture based on open communication, managers can address the challenges early. Keeping the channels of communication open from top to bottom allows all parties to set expectations, collaborate and provide solutions. When managers are given the leeway to communicate freely and are given the instruction and tools to do so effectively, it lessens burnout, the manager squeeze and establishes a more positive work environment for all.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

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Houston engineers develop breakthrough device to advance spinal cord treatment

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A team of Rice University engineers has developed an implantable probe over a hundred times smaller than the width of a hair that aims to help develop better treatments for spinal cord disease and injury.

Detailed in a recent study published in Cell Reports, the probe or sensor, known as spinalNET, is used to explore how neurons in the spinal cord process sensation and control movement, according to a statement from Rice. The research was supported by the National Institutes of Health, Rice, the California-based Salk Institute for Biological Studies, and the philanthropic Mary K. Chapman Foundation based in Oklahoma.

The soft and flexible sensor was used to record neuronal activity in freely moving mice with high resolution for multiple days. Historically, tracking this level of activity has been difficult for researchers because the spinal cord and its neurons move so much during normal activity, according to the team.

“We developed a tiny sensor, spinalNET, that records the electrical activity of spinal neurons as the subject performs normal activity without any restraint,” Yu Wu, a research scientist at Rice and lead author of the study said in a statement. “Being able to extract such knowledge is a first but important step to develop cures for millions of people suffering from spinal cord diseases.”

The team says that before now the spinal cord has been considered a "black box." But the device has already helped the team uncover new findings about the body's rhythmic motor patterns, which drive walking, breathing and chewing.

Lan Luan (from left), Yu Wu, and Chong Xie are working on the breakthrough device. Photo by Jeff Fitlow/Rice University

"Some (spinal neurons) are strongly correlated with leg movement, but surprisingly, a lot of neurons have no obvious correlation with movement,” Wu said in the statement. “This indicates that the spinal circuit controlling rhythmic movement is more complicated than we thought.”

The team said they hope to explore these findings further and aim to use the technology for additional medical purposes.

“In addition to scientific insight, we believe that as the technology evolves, it has great potential as a medical device for people with spinal cord neurological disorders and injury,” Lan Luan, an associate professor of electrical and computer engineering at Rice and a corresponding author on the study, added in the statement.

Rice researchers have developed several implantable, minimally invasive devices to address health and mental health issues.

In the spring, the university announced that the United States Department of Defense had awarded a four-year, $7.8 million grant to the Texas Heart Institute and a Rice team led by co-investigator Yaxin Wang to continue to break ground on a novel left ventricular assist device (LVAD) that could be an alternative to current devices that prevent heart transplantation.

That same month, the university shared news that Professor Jacob Robinson had published findings on minimally invasive bioelectronics for treating psychiatric conditions. The 9-millimeter device can deliver precise and programmable stimulation to the brain to help treat depression, obsessive-compulsive disorder and post-traumatic stress disorder.

Houston clean hydrogen startup to pilot tech with O&G co.

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Gold H2, a Houston-based producer of clean hydrogen, is teaming up with a major U.S.-based oil and gas company as the first step in launching a 12-month series of pilot projects.

The tentative agreement with the unnamed oil and gas company kicks off the availability of the startup’s Black 2 Gold microbial technology. The technology underpins the startup’s biotech process for converting crude oil into proprietary Gold Hydrogen.

The cleantech startup plans to sign up several oil and gas companies for the pilot program. Gold H2 says it’s been in discussions with companies in North America, Latin America, India, Eastern Europe and the Middle East.

The pilot program is aimed at demonstrating how Gold H2’s technology can transform old oil wells into hydrogen-generating assets. Gold H2, a spinout of Houston-based biotech company Cemvita, says the technology is capable of producing hydrogen that’s cheaper and cleaner than ever before.

“This business model will reshape the traditional oil and gas industry landscape by further accelerating the clean energy transition and creating new economic opportunities in areas that were previously dismissed as unviable,” Gold H2 says in a news release.

The start of the Black 2 Gold demonstrations follows the recent hiring of oil and gas industry veteran Prabhdeep Singh Sekhon as CEO.

“With the proliferation of AI, growth of data centers, and a national boom in industrial manufacturing underway, affordable … carbon-free energy is more paramount than ever,” says Rayyan Islam, co-founder and general partner at venture capital firm 8090 Industries, an investor in Gold H2. “We’re investing in Gold H2, as we know they’ll play a pivotal role in unleashing a new dawn for energy abundance in partnership with the oil industry.”

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This article originally ran on EnergyCapital.

3 Houston innovators to know this week

who's who

Editor's note: Every week, I introduce you to a handful of Houston innovators to know recently making headlines with news of innovative technology, investment activity, and more. This week's batch includes an e-commerce startup founder, an industrial biologist, and a cellular scientist.

Omair Tariq, co-founder and CEO of Cart.com

Omair Tariq of Cart.com joins the Houston Innovators Podcast to share his confidence in Houston as the right place to scale his unicorn. Photo via Cart.com

Houston-based Cart.com, which operates a multichannel commerce platform, has secured $105 million in debt refinancing from investment manager BlackRock.

The debt refinancing follows a recent $25 million series C extension round, bringing Cart.com’s series C total to $85 million. The scaleup’s valuation now stands at $1.2 billion, making it one of the few $1 billion-plus “unicorns” in the Houston area.

Cart.com was co-founded by CEO Omair Tariq in October 2020. Read more.

Nádia Skorupa Parachin, vice president of industrial biotechnology at Cemvita

Nádia Skorupa Parachin joined Cemvita as vice president of industrial biotechnology. Photo courtesy of Cemvita

Houston-based biotech company Cemvita recently tapped two executives to help commercialize its sustainable fuel made from carbon waste.

Nádia Skorupa Parachin came aboard as vice president of industrial biotechnology, and Phil Garcia was promoted to vice president of commercialization.

Parachin most recently oversaw several projects at Boston-based biotech company Ginkjo Bioworks. She previously co-founded Brazilian biotech startup Integra Bioprocessos. Read more.

Han Xiao, associate professor of chemistry at Rice University

The funds were awarded to Han Xiao, a chemist at Rice University.

A Rice University chemist has landed a $2 million grant from the National Institute of Health for his work that aims to reprogram the genetic code and explore the role certain cells play in causing diseases like cancer and neurological disorders.

The funds were awarded to Han Xiao, the Norman Hackerman-Welch Young Investigator, associate professor of chemistry, from the NIH's Maximizing Investigators’ Research Award (MIRA) program, which supports medically focused laboratories. Xiao will use the five-year grant to advance his work on noncanonical amino acids.

“This innovative approach could revolutionize how we understand and control cellular functions,” Xiao said in the statement. Read more.

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