Don’t Get Frustrated When a Colleague Flip-Flop

Don’t Get Frustrated When a Colleague Flip-Flops

It can be exhausting to work with a colleague who keeps changing his mind. Just when we think something’s resolved, we get an email suggesting another direction. How should you respond when this happens? First, pick your battles. Is this a one-off situation or a recurring pattern? What’s the impact to the business, the team, and you? And what are the risks in addressing the behavior — or not? If you decide to address it, give your colleague the benefit of the doubt. Avoid phrases like, “I am so frustrated by…” and instead ask questions like, “Could you help me to understand what has changed in your thinking?” Through open dialogue to understand the assumptions at play, you can move on to suggestions to remedy the situation. Offer to help the process by saying something like, “I’m happy to document what we discussed to ensure that we have the same understanding and take-away messages.”

What is company / organizational culture ?

How to Think About Organizational Culture

Organizational culture shapes both employee productivity and business results, but often it is ambiguous and hard to define. To help, think of culture as three layers with increasing levels of importance:

1. Culture is seen through symbols, rituals, stories, and organizational events — the first things we experience when we join an organization.
2. Culture is reflected in how people in the organization think, behave, and feel — in other words, it appears in individual values, team norms, and unwritten rules.
3. Culture is the company’s identity as perceived by its best customers, representing an outside-in view. For example, Apple wants to be known for its design and simplicity; Marriott, for exceptional service; Google, for innovation.

By shifting the focus on culture from symbols (#1) and values (#2) to customer expectations and company identity (#3), leaders can better create and define a culture that wins in the marketplace.

10 May 2016

RECRUITMENT / HR FUNDAAS

Get More Out of Reference Checks

You think you’ve found the perfect candidate for your team, but there’s one more step you need to take before officially offering her the job: reference checks. Instead of seeing them as one final hurdle, take reference checks as an opportunity to get a sense of who a candidate really is. Start by asking how the reference knows the candidate. He might have managed your candidate for five years — or just be the candidate’s brother-in-law; you don’t know until you ask. And never show any negativity or skepticism toward the candidate. The reference might clam up. Instead, collect input from everyone who interviewed the candidate and focus on one or two concerns. Try open-ended questions like, “What were Christine’s responsibilities?” or “Tell me about the team Christine worked on.” Ask for specific examples and don’t interrupt — sometimes the reference will give you important information if you just wait a little. Then match what the reference says to what the candidate said.

How to disagree with your boss @ work !

May 16, 2016 Disagreeing with Someone More Powerful than You What should you do when you disagree with someone more powerful than you? It may be tempting to say nothing, but consider the risks (say, a project could be derailed, or you could lose the team’s trust) and then realistically weigh them against the potential consequences of taking action. Before you share your thoughts, think about what the powerful person cares about — it may be the credibility of their team or getting a project done on time. When you do speak up, connect your disagreement to a higher, shared purpose. It’s smart to give the powerful person “psychological safety” by asking permission, as in, “I know we seem to be moving toward a first-quarter commitment here. I have reasons to think that won’t work. I’d like to lay out my reasoning. Would that be OK?” Watch your language carefully. Avoid any “judgment words,” such as “short-sighted,” “foolish,” or “hasty” — stick to the facts. Show respect while maintaining your own self-respect.

What to Do When a Colleague Is Annoying You

May 09, 2016

What to Do When a Colleague Is Annoying You

When you work closely with other people, tensions are bound to arise. 
Many of us bite our tongues in these situations, worrying that speaking up will harm the relationship.
 But letting something simmer often makes things worse.
 Instead, address the situation in a productive way.

 First, make sure that your intention is to be more collaborative. 
Don’t just launch into your spiel; say something like, “Our working relationship is important to me, and there’s something on my mind — can I talk to you about it?” 

Then stick to the facts, describing one particular incident, how it made you feel, and why it matters to you.
 Be sure to ask, “What’s your perspective on this?” 
Pay attention to the answer, even if you disagree.

 Then decide how to improve the situation together. 
When both people have a hand in shaping the solution, the situation is more likely to improve ! 

Invest your energy more wisely

Self Management 

"Invest Your Energy More Wisely " 

Most of us operate at full tilt, with little energy to spare. So we need to be strategic about where we put our energy so that we apply it to what matters most. 
Here’s how to start:

(1)Track your energy. 
Set your phone to beep at random times to prompt you to notice how you’re spending your energy.

(2)Know what matters.
 Figure out what brings the most value and joy to your life.

(3)Plan wise energy investment. 
Once you know which things matter most, schedule as many of them in your calendar as possible.

(4) Plan where not to invest. 
Once you become more aware of where you’re putting your energy, you’ll notice which activities are pointless energy drains.

(5)Don’t overthink it. 
It can be as easy as pulling yourself out of a useless conversation, not responding to a silly email, or letting go of a nagging thought.

Employee engagement , 5 steps by Ruth Ross

2. Listen

It’s critical that the person conducting the stay conversation pays close attention to not only what was being said but also to what is left unspoken. If the right atmosphere is created from the beginning—that of a conversation and not a performance discussion—a two-way dialogue can occur naturally.

It’s important to focus on the ease in which the answers flow. Is someone talking from the heart or searching for what they believe to be the right answer? Someone engaged will be quick to speak up and share feedback both positive and negative. Someone just going through the motions because he or she is disengaged will answer in as few words as possible and will leave you without an opening to probe further.

Here are some tips for listening effectively:

• Demonstrate your desire to listen by taking notes, asking questions, and probing further on what you heard.
• Don’t try to problem solve in the moment, but rather continue to listen and dig deeper.
• Listen for the hidden message. What your employee isn’t saying can give you important clues as to what really matters to him or her.
• Look for nonverbal clues that might say something other than what the employee is vocalizing, such as not looking you in the eyes if something is causing them discomfort, or their face lighting up like bulbs on a Christmas tree if they are excited about something.

3. Identify

After the stay conversation, the manager should take a day or two to reflect on what they heard and saw. Based on that information, they will want to identify two to three concrete reaction steps that they can commit to doing for the employee.

These should be steps that can be reasonably accomplished and are designed to reengage and reignite the passion of the employee.

4. Validate

Step 4 is where the manager invites the employee to sit down again (preferably in the same week) to thank the employee for the conversation and to go over the reaction steps that they identified.

This process will serve as validation that the recommendations from the manager are the right ones and that they accurately captured the essence of what’s important to the employee.

5. Execute

The final step in the plan is the simplest yet most critical. Follow up on your commitments, execute your plan, and move forward to help your employee reengage.

If done right, this treatment plan is quick, easy, and cost-effective with no lingering side effects. It’s an investment that will pay off handsomely for a very long time to come.

- See more at: http://trainingdailyadvisor.blr.com/2016/05/more-keys-to-keeping-engagement-alive/#sthash.PwQPc7dR.dpuf

" Keep a Journal to Become a Better Leader

" Keep a Journal to Become a Better Leader " 

The best leaders take time to reflect. One of the easiest ways to do this is to keep a journal.

 Set aside some time each day, preferably the same time each day, and find a quiet space where you won’t be interrupted. 

Keep that time carefully guarded on your calendar as an appointment with yourself. 

Then write whatever comes to mind — a journal’s blank pages invite you to hold an honest conversation with yourself. 

Give yourself permission to follow your stream of consciousness without judging, censoring, or trying to direct where your thoughts might take you.

 And don’t share your journal with anyone else; your reflections are yours. 

They bring you what all the world’s experts, advisers, and executive coaches combined can’t offer you: your own unique perspective.

" In an Argument, Validate Your Opponent’s Point of View ! "

Conflict Resolution

" In an Argument, Validate Your Opponent’s Point of View ! "

When you’re in the middle of an argument, validating the person you’re arguing with is probably the last thing on your mind.

But it should actually be your top priority !

If you validate your counterpart’s perspective, expertise, and feelings, you will keep the conflict focused on the issue.

Use language that demonstrates that you value the other person’s perspective.

For example, say something like, “I think this is a really important issue that we need to talk through openly” or “I think it took guts to put that on the table. I respect that.”

You can also validate someone by repeating back to them what you heard them say: “From your perspective, this is about…”

These tactics can reduce defensiveness and increase the speed with which you get to a mutually agreeable solution.

Courtesy : Harvard Business Review

2 Ways to Get Your Team Engaged

AUGUST 11, 2010 2 Ways to Get Your Team Engaged Team meetings are supposed to be collaborative events. If you are doing all the talking and your team members are doing all the listening, something's not right. Here are two ways to revive your team and get their best thinking out on the table: Share your ideas sparingly. It is tempting to share all of your genius ideas upfront. Instead, share one or two suggestions at a time. By limiting your comments, you give others the chance to contribute. Ask lots of questions. Don't worry about having all of the answers. Ask insightful questions that spark discussion. When people speak up, ask them to clarify their ideas so others can understand.

3 Steps to Stop a Team Fight

3 Steps to Stop a Team Fight

Working with teams can be a frustrating experience, especially when seemingly straightforward conflict devolves into personal or protracted disputes. Next time your team members start throwing proverbial punches, take these three steps to get them to stop fighting and start working: Intervene early. The sooner you step in the better. A simple disagreement can turn into a serious conflict within seconds when emotions are running high. Focus on team norms. Refer the parties back to something they can, or hopefully already have, agreed on. Use team norms to guide behavior and help the parties identify common ground. Create a shared agreement. To reach an accord, have the team members talk it through. With all parties' cards on the table, facilitate an outcome that is amenable to all. Avoid a lowest common denominator solution. Instead find one that integrates both parties' interests.

Avoid the 3 Tendencies of Bad Bosses

Avoid the 3 Tendencies of Bad Bosses

Being the boss is hard, especially when you need to counter the natural tendencies that separate you from the people you manage. Knowing what these propensities are can help you avoid them. Here are the top three to watch out for: Self-deluding. This isn't just a problem with bosses; the majority of people estimate their skills to be higher than they are in reality. Be aware that you might be self-aggrandizing and find ways to get input and evaluations that show you what your true skills are. Heedless of subordinates. Those in positions of power are watched carefully by those under them. But that level of attention is not reciprocated. When you become the head honcho, don't forget to remain curious about and engaged with your direct reports. Insulated from reality. No one wants to deliver bad news to the boss, so the boss often doesn't know the full story. Create a culture in which the messenger isn't shot, but lauded for bringing important information forward.

Create Great Strategy with Stories, Not Plans

JULY 30, 2010

Create Great Strategy with Stories, Not Plans

Too often the strategy creation process produces options that aren't any more interesting or creative than the current strategy. If you find yourself agonizing over which of your carefully crafted strategic options is the right one, chances are you are taking the strategic planning process too seriously. Give up being right and sensible. Instead, tell a story about the future. Make it aspirational and envision your organization in a happy and successful place. Have everyone participating in the process tell their own story, and together you'll have created a list of options. Then start the real work of strategy creation: ask yourselves, for these stories to come true, what would have to happen?

Win the Sale by Winning Your Customer's Heart

JULY 29, 2010

Win the Sale by Winning Your Customer's Heart

Customers are far more likely to purchase a product or service if they feel valued by the person selling it. Underappreciated customers will look elsewhere to make their purchase. Reach out to your customers and make sure they know how important they are to you. Give them the opportunity to meet as many of your staff as possible, all the way up to the CEO. Thank them for their business and ask them to tell you about their company. When you create an emotional connection with them, they are more open to hearing what you have to offer, and much more inclined to purchase. This needs to be a genuine connection, however; your overtures shouldn't be phony or insincere.

3 Tips for Achieving Short-Term Career Goals

JULY 23, 2010

3 Tips for Achieving Short-Term Career Goals

Development efforts often focus on how you can achieve your career goals over the long term. Short-term successes, however, are critical to making your next move and preparing for those long-term aspirations. Here are three immediate ways to build your career options: Play to your strengths. Do more of what you do best. Early in a career, it makes sense to try a bit of everything and push to improve in areas of weakness, but at a certain point, it is better to focus on your strengths. Reinforce your "brand." Choose activities outside work that develop the image you want to convey. For example, volunteer for the school building committee if you're good at managing projects. Gain broader experience and conversational ways to reinforce your capabilities at work. Create the context for success. Surround yourself with people you need to do your work well. People have to recognize common values and goals before they're likely to share what they know, so invest in these relationships.

3 Ways to Bring Out the Best in Your People

JULY 28, 2010

3 Ways to Bring Out the Best in Your People

The brightest leaders don't just rely on their own intelligence to succeed, but use it to help their people shine as well. Here are three ways you can help your employees not only feel smarter, but act smarter: Look for ideas everywhere. Don't assume you know where all the new and creative ideas will come from. Involve people on projects not because of their titles, but based on their ability to contribute. Encourage openness. Create a safe environment where your people know they can — and should — think, act, and speak with reason. Have a high tolerance for mistakes so people aren't afraid to take risks. Challenge them to get better. Offer opportunities for people to stretch their thinking and behavior. Set the expectation that everyone, including you, should improve their skills.

Be More Mindful During Your Work Day

Be More Mindful During Your Work Day

Many of us operate on autopilot at work, but the ability to maintain focus and concentration is a crucial skill. The good news is you can build this skill by incorporating mindfulness exercises into your day. When you wake up, spend two minutes in bed simply noticing your breath. Resist the urge to check email first thing in the morning, which leads to an onslaught of distractions. When you get to the office, take 10 minutes at your desk or in your car to close your eyes, relax, sit upright, and focus on your breath. Set a timer to remind yourself to do a one-minute mindfulness exercise every hour, which will keep you from resorting to autopilot. On your way to meetings, remember to return to your breath. Finally, on your commute home, turn off your phone, shut off the radio, and simply be, so you arrive home fully present.

Would You Know If You’re a Toxic Colleague?

Would You Know If You’re a Toxic Colleague?

No one likes a toxic coworker. Even the most difficult people would probably be the first to agree. Which raises a question: If you were “toxic,” would you even know it? Here are three reasons you might seem toxic, and strategies for changing your behavior if necessary:

1. You seem cold. To turn up your warmth quotient, make a conscious attempt to pay attention to other people. Make eye contact and hold it, both when you’re speaking and when you’re listening. And above all else, actually focus on what other people are saying — your colleagues have a need to feel heard, just as you do.
2. You seem selfish. How much time do you spend really thinking about your colleagues? About their perspectives? Be curious, and ask questions to learn more about the coworkers you don’t know well. Show empathy.
3. People think of you as a stickler for the rules. Make a point of being more flexible about rules, particularly those that are neither unethical nor illegal to break. When you have to stick to the rules, explain your thinking and why doing so is good for your team.

Discourage Passive-Aggressive Behavior on Your Team

April 26, 2016 Discourage Passive-Aggressive Behavior on Your Team Passive-aggressive behavior creates frustration, stress, and anxiety on teams, resulting in lost productivity that costs companies dearly.  That’s why managers need to foster open conflict by surfacing issues that would otherwise go underground. Help team members openly disagree by discussing the dynamic you want to establish. Focus on the benefits of addressing conflict directly and set some ground rules. You can say, “I’m concerned that we aren’t using our meetings effectively to air all of our opinions.” Or “I want everyone to add value before decisions are made, not after.” Don’t be afraid to be direct about counterproductive behavior. For example, say, “Two or three people come to my office after each meeting to discuss something that I expected to be raised in the meeting.” By calmly and directly highlighting instances of passive-aggressive behavior, you will help make direct communication feel more comfortable.

Trick Yourself into Changing Bad Habits

Trick Yourself into Changing Bad Habits

Every one of us has a career-limiting bad habit. Whether it’s weak interpersonal skills, a tendency to procrastinate, or good-but-not-great technical prowess, one of the biggest impediments to our upward mobility is a habit we can’t get rid of. But a few small changes can help:

• Manipulate distance.Keep bad influences far away and bring good things closer. For example, if you want to read more technical journals, put them in your newsfeed.
• Change your friends.Spend time with people who support good behaviors. If you want to cultivate a positive attitude, have lunch with others who have one.
• Schedule yourself.You’re far more likely to spend time working toward a goal if you block out time for it on your calendar.
• See your choices positively. If you’re resisting an uncomfortable but necessary conversation, don’t think, “I’ve got to go deal with this mess.” Think, “Why do I want to have this conversation?

Prioritize the Business Relationships That Matter Most

Prioritize the Business Relationships That Matter Most

With success comes many things — including a much larger business network. How can you possibly keep in contact with everyone, let alone respond to their requests? Apply Pareto’s 80/20 rule: Think about your most important relationships, and then highlight the top 20% of them. These are the people you should spend 80% of your time, energy, and resources with. Proactively set up regular lunch dates, walk-and-talks, coffees, and face-to-face meetings. Get creative — commute to work together, take up a shared hobby or interest, or create a peer support group. For second-tier contacts, consider organizing a social event two or three times a year to keep in touch. This 80/20 system allows you to continue to nurture and protect your relational ecosystem — which is the greatest determiner of your personal happiness and professional success going forward.