Team Sanova


By | SanovaWorks, Team Sanova

NEW YORK, (November 30, 2021) –  Caroline Barrett, SanovaWorks Chief Operating Officer

Giving Tuesday is upon us and SanovaWorks is kicking off our annual Giving Month Initiative.

 SanovaWorks’ Giving Month

The end of the year and the holiday season is a great time to give and share your good fortune with those in need. Supporting individuals and families not only helps them, but it is a gift to us to do something positive and to spread good cheer.

Opportunity to Donate Toys, Books, and Coats

This year we will be donating toys, books, and coats to the Morris Heights Health Center, which is a tremendous organization located in the Bronx that provides free and low-cost health care and an array of other services. MHHC is close to our hearts; we have worked with them for the past 13 years, and several of us have volunteered there.

With the pandemic, their services are more important now than ever before. MHHC reports that they will be hosting toy drive events between December 10th and December 20th at several of their locations. Team Sanova will send their donations directly to MHHC.

We are looking forward to yet another season of gifting and giving back. View a Photo Gallery of past years’ Toy Drive. If you would like to share in giving, you can make a donation to MHHC by following the link below.

With gratitude,




By | Team Sanova

NEW YORK, (October 22, 2021) – Signe Pihlstrand, SanovaWorks Vice President

What do employees want? Other than summer Fridays? They want to feel appreciated at work. They want to feel important, to their team, to their manager, to the company. One way to do this is with feedback.

Feedback vs. being office buddies

Feedback is the most important aspect of employee growth. It’s not difficult to implement a process for feedback. And, you likely think you are giving feedback but you aren’t–at least as far as your employees are concerned. Being friendly or becoming office buddies with your team is not the same thing. Having a great relationship with your employees is great, but that’s not feedback. Managers often make this mistake and think because everyone gets along so well, that employees know they are appreciated, and they aren’t getting the feedback for growth they want and deserve.

There have been countless studies and surveys on it – employees say they want more meaningful feedback, more interaction with their managers on how they are doing, whether it’s positive or constructive. Engaged employees want to know the same things, no matter where they work. How am I doing at my job? How does what I’m doing matter to the company? Is my manager happy with my performance?

Appreciation is key

The common denominator is appreciation. When an employee feels appreciated, and that their performance and contributions are recognized, that employee is more likely to feel content at their job. Money and perks may get an employee in the door, but that feeling of contentment is what keeps them in your company.

Our managers are encouraged, and instructed, as part of our management program, and as part of employees’ development, to give regular feedback to their employees, both positive and constructive. Remember, constructive feedback is important, to not only steer in the right direction, but to show that you are invested and notice what they are doing – that you care about their development in their careers, and as part of the company.

Company culture as an environment of appreciation

Additionally, we try to foster an environment where people appreciate each other. We’ve created a company culture that feels like we are all connected and support each other. We encourage celebrating being a great employee. Getting shout-outs on Yammer, and being acknowledged for something you did, and knowing your manager knows, is a great feeling we like to give our Team.

How does your company promote an appreciative environment? Are your managers providing enough feedback to their teams? Are you?

Tip: If you’re not in the habit – start! Hint: a huge key to good feedback is being specific. Yes, “Hey, just wanted to let you know you did a great job on Project X” is terrific to hear. But, “Hey, that work you did on Project X was really amazing. Thank you for spending that extra time to outline all of those key points for the client. I really think that made the difference in the end.” sounds way better, doesn’t it? The more specific it is, the more impact it will have.

Try it now. Did one of your employees do something today that you were happy about? Or, did you hear about something really great that they did? Go and tell them.

All the best,


Signe Pihlstrand, SanovaWorks Vice President


By | Team Sanova

NEW YORK, (October 22, 2020) – Signe Pihlstrand, SanovaWorks Vice President

One of the biggest mistakes companies can make is to promote someone to manager or leader simply because they are good at their job. Equating solid job skills in one position to success in a different position doesn’t always result in success. It’s wonderful when someone is good at their job. You have this employee, they get the job done, they are reliable, others like working with them. A management spot opens up, and you want to give it to them – could be for many different reasons which I will discuss below – but please, think twice. All of this does not mean that they will thrive this same way in another role with greater or different responsibilities.

This is a lesson that we have had to learn over the years, as we grow and create more management positions. Everyone is not cut out to be a manager or a leader. Some people are meant to be great employees, great team members, great workers. (And there’s nothing wrong with that.) With our emphasis on development – everyone’s one-on-ones with their managers each week are called “Development Meetings” – we foster leadership qualities in all of our employees, regardless of role. We are always on the lookout for those who display a capacity for leadership. We build on these skills, developing our future leaders, and understanding our employee’s abilities and ambitions.

A manager is a critical position in any company. It is not something to be taken lightly, and many companies find themselves with major problems because they did just that – took it too lightly and promoted someone for the wrong reasons. Managers make crucial decisions that impact many aspects of a company, and the trickle-down of poor decisions affect so many things, progress, morale, and bottom lines. Bad managers affect interdepartmental relations, and employee growth and performance. So why do companies fall into this trap?

See if any of these sound familiar to you, or resemble a not-so-great promotion decision you’ve made:

  • An employee has been in the same position for a long time. They are dependable, have a strong work ethic, and it’s time for them to move up to management (and you want to do something nice for them).
  • A great employee has specific career and salary goals, and you want to keep them in your company (but they don’t always work smoothly with others, and can be a bit too competitive, but, you’re sure you can make it work).
  • A manager leaves a department, and an employee is the only one that understands everything about the department, and they do a pretty good job and are smart. It seems like the logical thing to do (and easiest).
  • You promote hiring from within as a practice your company follows. There’s an employee who is dependable and that you like (and it will look good, and will be good for morale).

If any of these decisions are backed with the knowledge that the employee has shown impressive management traits – empathy, amazing communication skills, ability to inspire teammates, strong concern with what is best for the company, not necessarily themselves – then you’ve got a great shot. Just be honest with yourself when making the decision, and don’t be swayed by the wrong reasons. And remember, anyone who will be an adept manager, is already a great leader – no matter their current title.

Has your company promoted for the wrong reasons? What has the fallout been? Do you have specific criteria in place for all management positions?

Promoting someone into a higher position because they’re good at what they did in their prior position, or they have been in the role for a long time, is often the wrong reason. Management roles require an entirely different skill set than other roles. Not everyone is cut out to be a manager. It takes a particular kind of person to successfully manage people, a combination of traits and skills that you must identify in someone before making the big move of promoting them. Be sure to promote for the right reasons, with a lot of time and thought put into the decision, for your company’s sake.

All the best,