In a Heated Negotiation, Use Facts, Not Threats

August 29, 2016

In a Heated Negotiation, Use Facts, Not Threats

When it comes to negotiations, let’s face it: We don’t always act rationally. And quite often a seemingly friendly discussion can turn nasty. If you and your counterpart are not seeing eye to eye, don’t try to force the other person to take your point of view by threatening them. Instead, do everything you can to share your understanding of the situation without implying that you have malicious intent. Try to frame implications as natural consequences, not calculated revenge. Rather than saying, “Cross the non-compete one inch and we’ll sue you,” say, “I want to be clear that I have an obligation to protect the firm’s interests.” You don’t need to apologize for protecting your interests, but don’t relish your power to do so. And always press for dialogue, not concession. As you share any potential natural consequences, reassure your counterpart of your wish to avoid those consequences and your willingness to continue the dialogue in search of better mutual outcomes.

Stop Trying to Hide Your Failure

December 12, 2014

Stop Trying to Hide Your Failures

Even though failure is praised in places like Silicon Valley, it’s still considered taboo in many workplaces. But the truth is that we need to experience failure in order to learn and grow. So how do we leverage a setback to succeed next time? First, we have to speak openly and honestly about our failures, so they are put into their proper context. Recognize that innovation requires failure. If you have a 100% success rate, you’re not doing anything new. Instead of hiding your mistakes, own your narrative. In some ways, it’s a reframing: it’s not so much that you’re creating something (such as a product or service) that failed; it’s that you’re steadily improving a series of drafts. And remember, failure is ongoing. After all, stretch goals are things outside your wheelhouse that may not work out. But if you’re making new and different mistakes, that’s progress. 

4 Ways to Improve Your Storytelling Skills

Presentation Skills ! 
December 2, 2014

4 Ways to Improve Your Storytelling Skills

People are wired for good stories.
 If you can weave a compelling story into your presentation or meeting, your message will be more memorable. Hone your storytelling skills:

(1) Parachute in. 
Avoid “Let me tell you a story about a time I learned…” Drop your audience immediately into the action and draw the lesson out LATER ! 

(2) Follow the “Goldilocks” rule for details.
 Test your story with friends to find the RIGHT LEVEL of detail.
 Give too much detail and your audience is lost or bored; too little, and they lack enough context.

(3) Eye Contact - Focus on one person with one thought. Focus on one person at a time, for 4 to 7 seconds, and try to connect with as many people as possible.

(4)Use silence for impact.
 Silence draws emphasis to what was just said or what is about to come, and it allows others to contribute their own interpretations.

Business grows, employment grows , but wages raise falls ! Why ?

Biz Stats 
December 3, 2014

Research Fact ! 
" Why Are Wages Rising Slowly? Maybe Because Businesses Are Getting Bigger ! " 

The growing size of U.S. businesses may be one reason wages are growing by the sluggish annual rate of 2% even though the jobless rate has fallen sharply .
 46.3% of private-sector employees now toil for companies with 500 or more workers, up from 44.2% a decade ago, and small businesses have seen their share of employment slip. 

Employees are less able to demand higher wages, because, in effect, there is decreased competition for workers, the Journal says.

Courtesy : Wall Street Journal Research 

"Humility in CEOs: Valuable, Yet Oh So Rare !

Biz Research

Research Fact


March 6, 2015

"Humility in CEOs: Valuable, Yet Oh So Rare ! "


Highly regarded CEOs are  perceived to have 6 times more humility than, less highly regarded CEO s.  35% Versus 6%  in the survey among their staff.

 Yet only about a quarter of the survey’s respondents say the description fits THEIR OWN CEOs !

 The research, sponsored by public relations firm Weber Shandwick, also shows that nearly HALF of a company’s corporate reputation and market value is attributable to its CEO’s reputation !

Reseach Basis :
according to a survey  bt  Leslie Gaines-Ross writes on HBR dot org , of more than 1,750 executives in 19 markets worldwide.

Tackle New Projects After Prioritizing the Old Ones

January 5, 2014

Tackle New Projects After Prioritizing the Old Ones

The new year is a good time to think about trying fresh initiatives that can help move your organization forward. But if you want them to be successful, you need to manage the time involved. Don’t give your team more assignments without taking some away first. If you don’t communicate clear priorities, people won’t know what’s important and what can wait, and it won’t be long before almost everyone feels overstressed and overworked. Once you let your team know which areas are ripe for improvement, free up time to move toward that vision by consolidating, eliminating, or streamlining current activities. Then encourage short-term experiments that will help them learn how to get to the vision quicker and with greater impact. 

5 ways to foster a culture of open communication with your staff, in your ogranization .

HR / OD / Culture 

Here are 5 ways to foster a culture of open communication with your staff, in your ogranization . 

(1) Be “unbrutally” honest. 
Open communication requires honesty—but NOTHIG  requires brutality. 
Ensure that all corporate communications uphold the highest levels of respect and that employees know this is expected of them as well.
 Should employees communicate otherwise, remind them that their feedback is important, but it must be respectfully submitted.

(2) Check in weekly.

 A weekly, ONE-QUESTION  survey designed to provide ANONYMOUS feedback can help managers stay in touch with what their teams are thinking. 
There are inexpensive systems that can be used to e-mail the entire staff with a new question each week—and provide management with the compiled feedback for review.

(3) Ask for anonymous suggestions. 
Remember the old suggestion box? 
 That reminds people that they are empowered to provide ideas for improvement, or at least to bring subjects to management’s attention that they might NOT otherwise feel comfortable addressing.

(4) Act on feedback ! 
Put a system in place to acknowledge, DIGEST , and ACT on all of the feedback you are going to be receiving. 
People will only take the time to participate if they see it translate into meaningful results. 
That doesn’t mean every idea will result in change, but every idea should be heard.

(5)Discover their dreams.
 When people join an organization, they hear all about the company vision. 
But that’s a very one-sided communication if we don’t hear about their dreams as well ! 
Ask each employee to create a personal vision board that will then hang in their workspace so they can be reminded of their own dreams and others can learn more about them. 
After all, the more we know about each other, the better we can communicate.
 Employees may even be able to help one another achieve some of those dreams.
Once you have opened up the communication floodgates, you may be surprised at how many insightful comments and new ideas you receive. You will also hear some things that you don’t like, so brace yourself.

Courtesy : HR Training Advisor 

Strike the Right Tone When Delivering a Performance Review

HR
August 26, 2016

Strike the Right Tone When Delivering a Performance Review

Writing and delivering performance reviews can be one of the most challenging tasks for any manager, and it’s easy to be either too positive or too negative when reviewing a team member’s performance.
 Sometimes a struggling employee walks away thinking that everything is just fine in his job performance; sometimes a star employee thinks you’re disappointed in her. That’s why it’s important to strike the right tone. 
Decide ahead of time exactly what you want to convey. 

What should the employee walk away feeling? 
Then carefully manage your tone of voice, facial expressions, nonverbal communication, and emotions to convey that tone. 
Don’t let your own nerves cause you to send mixed messages. 

For particularly challenging review meetings, you may want to role play the discussion beforehand with another coworker to make sure you are conveying the right tone and are adequately prepared to respond to any challenges or push back from the employee.

Maintain Your Entrepreneurial Passion by Being Flexible

August 25, 2016

Maintain Your Entrepreneurial Passion by Being Flexible

Most of us think of entrepreneurs as passionate professionals who have a “fire in their belly.” But it’s hard to maintain that level of dedication no matter how passionate you are, and research has shown that entrepreneurs’ enthusiasm for their projects can fade over time. One way to prevent this is to avoid sticking to a plan. Strictly adhering to your business plan is a recipe for disengagement. You need to be flexible and agile as you learn more about your product, your customers, and the market. This isn’t just good for your business; it keeps you excited about your project as you continue to evolve it. By changing and refining your ideas, you can make significant progress and build your confidence. Rather than feeling misunderstood by the outside world, you will gain a sense of control over events as they unfold, which will counter any decrease in passion over time.

Check Yourself Before You Disagree with Senior Managemen

August 24, 2016

Check Yourself Before You Disagree with Senior Management

It takes courage to disagree with someone senior to you, but doing it is an important skill, especially if you don’t want the leaders in your organization to think of you as a doormat with nothing to contribute.
You want to voice your opinion in a way that will gain respect — not get your head handed to you.
 So check yourself before you speak up.

(1)First, don’t just blurt out your point of view; think it through.
Why do you disagree? Could your disagreement be perceived as political? Or do you have the good of the organization at heart? You are more likely to be believed if you don’t have anything to gain from your perspective.
(2)Second, make sure you have all the relevant facts.
 Senior people usually have access to more information than the people below them. Is there something you might be missing?
(3) Third, bounce your point of view off of a few trusted peers. If you can’t convince them, you’re probably not going to convince the senior leaders, so ask for their feedback on how to be persuasive.
(4)Be careful that you don’t only ask your direct reports: They might be just as hesitant to disagree with someone above them.

Help Your Cross-Cultural Team Make That Deadlin

August 23, 2016 Help Your Cross-Cultural Team Make That Deadline Managing a project on a tight deadline is tough, but it can be even more challenging when you’re working with a cross-cultural team. “On time” often means something different in Germany than it does in Belgium or Kenya. That’s why it’s important to clarify exact deadlines up front. Don’t assume that “I’ll get the data to you next week” means it will be in your inbox on Monday morning. Ask people to be very specific about when they’ll complete tasks that affect others’ work. And build in extra buffer time. Padding due dates is always a good idea, no matter the culture, but there are often additional delays when working globally. Sometimes there can be technology or even utility issues, like access to electricity. Other times there are holidays you weren’t expecting. Instead of asking for something 24 hours in advance, ask for it 48 or 72 hours before your deadline. This gives you extra time to follow up before a deliverable is absolutely needed.

3 Ways to Stop a Meeting That Just Won’t End

August 22, 2016

3 Ways to Stop a Meeting That Just Won’t End

We’ve all been in meetings that seem like they go on and on and on. Instead of watching the clock, take matters into your own hands:

• Come prepared. You can avoid a chaotic, rambling conversation simply by showing up with a clearly articulated position on the topic to be discussed. Don’t push it on others, but offer to share it if people think doing so will speed up the discussion.
• Set limits. If a meeting is notorious for starting late or running over, explain your time limitations up front. You might say, “I understand we’re starting late, but I have a commitment to the Murphy team I want to keep, so I have a hard stop at 10:45 AM.”
• Name what’s happening. Listen to your gut. If you’re feeling lost, pay attention. If you’re feeling bored, notice it. There’s a good chance others feel the same. You can tactfully and tentatively share your concern to see if others are feeling similarly. You might say, “I’m not sure I’m tracking the discussion. We seem to be moving among three different agenda items. Are others seeing that too?”

Scandinavia’s Extreme Taxes Help, Rather than Hurt, Its Economy !

January 6, 2015
Research Fact 
Scandinavia’s Extreme Taxes Help, Rather than Hurt, Its Economy ! 

Finding 
Taxes and other forms of income redistribution take such a bite out of wages in Denmark, Norway, and Sweden that an average worker gets to keep just 20% of his or her earnings, compared with 63% in the United States. 

Nevertheless, these Scandinavian economies are some of the world’s strongest . 

Reason 
That’s because Scandinavia’s laws ensure broad-based tax participation, and public spending is focused on subsidies for services such as child care that promote labor-force participation, Kleven says.

Courtesy : Research by Henrik Jacobsen Kleven of the London School of Economics. 

A Thinking Job May Help Your Brain Function Well After Retiremen

June 1, 2015

Research Fact

A Thinking Job May Help Your Brain Function Well After Retirement

Reseach Finding

People whose jobs require more activities such as analyzing data, making decisions, solving problems, and thinking creatively are more likely to exhibit better memory during their working years and experience less-steep declines in memory and cognitive function post-retirement .
Although the effects were relatively small, the findings suggest that it may be beneficial for people to choose jobs that require a variety of mental processes or are more cognitively complex, the researchers say.

Source : according to a study of more than 4,000 Americans by Gwenith G. Fisher of Colorado State University and five colleagues & HBR .

Teachers wages Vs school performance, a correlation

February 09, 2016

Research Fact

" Schools Perform Worse When Teacher Pay Is Relatively Lower "

Teacher pay affects school performance . The English public school system has a centralized pay system for its teachers that results in flat wages across the country, which createtes a gap between teacher pay and private sector wages.

The researchers found that a 10% increase in the gap between average wage and teacher wage results in an average loss of about 2% in average school performance on the key exams taken at the end of secondary school and a 5% loss in a key metric by which school quality is assessed by the national school regulatory body.

They also found  ( no less impoortant ) that a measure of teaching quality from inspections by the national regulator is LOWER -  where wage shocks are higher.

Source: Teacher pay and school and  according to a study by Carol Propper at Imperial College, University of Bristol and Jack Britton at the Institute for Fiscal Studies.

Tailor your presentation to suit different cultures !

Culture / Diversity 

January 7, 2014

Adapt Your Presentation for Different Cultures

Presentations are never one-size-fits-all—especially across different cultures. 
People have different ways of learning, so when presenting, you need to be able to adapt your style according to your audience. 

Principles First ! 
For example, in “principles-first” cultures (e.g., France, Spain, Germany, Russia), people want to understand the WHY behind proposals before moving to action! 
And what should you do here ? 
 You have to explain and validate the concept underlying your reasoning before coming to conclusions and examples. And you should leave TIME for people to challenge and debate. 

Applications First ! 
But in “applications-first” cultures (U.S.), people focus less on the why and MORE on the HOW ! 
 Make your arguments by getting right to the point. 
You don’t have to spend too much time BUILDING  UP the underlying theory ! 
 Provide practical examples of how it worked elsewhere, and then discuss tools and next steps. 

Adapted from “Tailor Your Presentation to Fit the Culture” by Erin Meyer.

Stop Letting Optimism Cloud Your Judgmen

January 2, 2014
Research Fact .
Stop Letting Optimism Cloud Your Judgment

We’ve all heard a great deal about the power of positive thinking.
 But research suggests that positive thinking doesn’t actually help us as much as we think. Dreaming about a successful outcome in the future can be satisfying, but it’s counterproductive at work: you become less motivated to buck up and make a strong effort to tackle challenging goals. 

So instead of fantasizing about your future success, whenever you have a wish or goal, focus on the main obstacle that stands in your way. You’ll gain energy and direction in order to act – or you’ll realize it’s unrealistic, and you can disengage and be free to pursue more promising endeavors. 
Although positive thinking feels good in the moment, it often bears a false promise. There’s nothing wrong with being optimistic – just make sure you have a clear view of potential obstacles if you want desirable results. 

Adapted from “Stop Being So Positive” by Gabriele Oettingen.

A Black-and-White Image Makes You Focus More on a Product's Essence"

Consumer Research 

Black and White Appeal over colour

January 30, 2015
Researched Fact :
A Black-and-White Image Makes You Focus More on a Product's Essence"

People who view black-and-white images of a product are more likely - than those who see color pictures to focus on the item's ESSENTIAL,  rather than superficial features. 

Experiment with Camping Radio 
For example, people who saw black-and-white pictures of camping radios were nearly 50% more likely than those who had seen color to choose one that was smaller and lighter (essential features for a camping radio) over a radio that was aesthetically pleasing ! 

Reason ? 
Black-and-white imagery appears to draw the eye to "overall form" while rendering details less salient, thus making people more sensitive to products’ core attributes, the researchers say.

Research conducted by :  doctoral candidate Hyojin Lee of the Ohio State University and 3 colleagues

My addendum : pyaare naujawaanO , agar aap kisi laDki / laDkaa ko attract karnee  hai , tho matrimonial sites pe krupayaa Bilaak & White photuvaan upload karen ! 

Good Salespeople Build Strong Internal Networks

December 9, 2014 Good Salespeople Build Strong Internal Networks Certain behaviors differentiate the most successful salespeople. Regardless of what you are selling, who you are selling it to, or where you happen to be in the world, success in selling is highly correlated with access to customers, experts, and senior leaders. If you want to improve your performance, here's what you should work on: Spending enough time with customers and prospects. Increase the amount of face time you spend with customers—but not by too much. Developing a strong network within your organization. Buyers want someone who understands their needs and can address their questions quickly. So you need to be able to get the right people with the right expertise at the right time. Building a relationship with your manager and other senior leaders inside your organization. You have to know how to get a deal approved internally, which means having access to management when needed. Adapted from “3 Behaviors That Drive Successful Salespeople” by Ryan Fuller.

To Retain Gen Xers, Put Them in Charge

December 10, 2014 To Retain Gen Xers, Put Them in Charge Many employers are at risk of losing some of their most valuable talent – Gen Xers. Now in their late 30s and 40s, Xers make up the bench strength for management. Xers are frustrated because their career progress has been blocked by Boomers who won’t retire and impatient Millennials who want to jump ahead. If you want to retain these talented and experienced workers, consider these steps: Put them in charge. Gen Xers value having control over their work. They're highly self-reliant and work well in situations where conditions are constantly changing. Placing them in charge of high-visibility projects is a way to spotlight their abilities. Show them the route to the top. Offer mentoring and sponsorship programs that match mid-level managers with senior-level executives. These opportunities help them develop important relationships. Offer flexibility. Extreme jobs – 60-hour workweeks, unpredictable schedules, and tight deadlines – are the norm for Gen X. Consider offering more flexible work arrangements. Adapted from “4 Ways to Retain Gen Xers” by Sylvia Ann Hewlett.

How High Performers Can Win Over Their Coworkers

December 30, 2014 How High Performers Can Win Over Their Coworkers Superstars often struggle to bond with their teams because they're viewed as always putting their needs ahead of everyone else's. And while it’s easy to start feeling entitled when you’ve worked hard to win authority, no one wants to be excluded from team lunches or left out of important meetings. If you're a high performer who's being excluded or cold-shouldered, you might want to show your colleagues that you care about the group’s goals and performance too. Be thoughtful and cooperative to defuse your colleagues’ impulse to take you down. Put their needs ahead of your own. If you know a better way to do a certain task, share that knowledge to boost the team’s productivity. Ask for help and advice so you don’t seem like a know-it-all. Thank teammates for their contributions, and share any praise with the entire team. If you make an effort to be altruistic, the group will reward you.

'New Leaders Should Ask Questions, Not Answer Them !

management tip) 'New Leaders Should Ask Questions, Not Answer Them ! '

Too many new leaders believe they’re expected to know answers without input or guidance, but many of the best insights on how to fix a company - lie with employees further DOWN the org chart.
Creating a trusting, honest dialogue with these key personnel should be every new leader’s top priority.
Meet with as many individual contributors as you can, as soon as you can.
Ask simple but effective OPEN ended questions:
“If you were put into my role tomorrow, what are the first three things you’d do and why?”
“What are the three biggest barriers to our success, and what are our three biggest opportunities?”
Listen intently and TAKE NOTES !
Really great ideas can emerge from these meetings — along with some really mediocre ones — and your intent listening will show your employees that you RESPECT their expertise.

" Don’t Overlook the Value of " Smart Follow-Up" Questions !

HR / Recruitment / Hiring 
January 6, 2014

" Don’t Overlook the Value of " Smart Follow-Up"  Questions ! 


Whether you’re deciding who to hire, who to trust, or who to partner with, the better you are at judging people, the better off you will be ! 
Stop relying on go-to questions like 
“What are your greatest strengths and weaknesses?” 
“What do you want to be doing in five years?” and 
“What motivates you?”
 The answers won’t tell you much ! 
The key to understanding people lies in the " follow-up"  question. 
Pay attention to how the interviewee responds to your initial question, and then build on his or her answer.
 Instead of accepting a vague answer at face value, ask your original question again, but slightly differently. 
This shows that you are not letting the person off the hook, that you’re trying to make the first question clearer. 
Ask about the implications of that answer: 

“How does your perfectionism play out in the workplace?” 
“What are the consequences of your detail orientation?”
 And DON'T  stop there – keep asking IMPLICATION questions until you are satisfied you know what you need to know about the person. 

Adapted from “Tactics for Asking Good Follow-Up Questions” by Richard Davis.

Find Your Footing After a Bad Performance Review

January 15, 2014 Find Your Footing After a Bad Performance Review It’s hard to pick yourself up after a bad performance review. But in order to move forward, you have to push past any anger and embarrassment and use the critical feedback to improve. Vent to someone who will be candid, not just consoling. Ask what might be right about the criticism, and think about whether you’ve heard it before. Ask colleagues for additional feedback. Once you’ve cooled off, make sure you fully understand the review. Go back to your boss with any questions (just check your tone). For example, if your boss said you don’t take enough risks, ask, “Can you give me an example of when I should have taken the initiative, but didn’t? What might you have done?” Come to an agreement with your manager on what changes to make. Experiment with doing some things differently and ask for another review to make sure you’re on track.

Encourage More Debate at Work

June 2, 2015

Encourage More Debate at Work

One of the myths about “great workplaces” is that conflict is rare. We believe that workplace disagreements are undesirable, that they’re distracting and hurt productivity. But research reveals that in many cases, disagreements fuel better performance. While personality clashes, or differences in values, can indeed be detrimental, conflicts that center on how work is performed can produce better decisions and stronger financial outcomes. Healthy debate encourages group members to think more deeply, scrutinize alternatives, and avoid premature consensus. The experience of open deliberation can actually energize employees by providing them with better strategies for doing their job. Instead of avoiding disagreements to maintain group harmony, create an environment in which thoughtful debate is encouraged. When no one is challenging you to think differently, you get stuck doing things the way you’ve always done them. 

Don’t Let Cultural Differences Make Meetings Unproductive

Diversity / office meetings 
February 29, 2016

Don’t Let Cultural Differences Make Meetings Unproductive

When you’re running a meeting with people from different cultures, how do you brainstorm ideas, make decisions, and address conflict in a way that’s comfortable for everyone?

 First, read up on the variations that exist among the cultures represented, but don’t get hung up on how people from certain cultures are supposed to act. 
Keep in mind that when it comes to professional meetings, one of the biggest cultural differences is the degree to which open debate and disagreement are viewed as a positive.
 Establish some guidelines up front to help everyone understand how the meeting will run, then provide incentives for people to follow the meeting protocol. 
Finally, encourage colleagues to get to know each other outside of meetings so that cultural differences aren’t such a big deal.

Adapted from “How to Run a Meeting of People from Different Cultures,” by Rebecca Knight

Before a Difficult Conversation, Take the Other Person’s Perspective

August 19, 2016

Before a Difficult Conversation, Take the Other Person’s Perspective

When you need to talk through a difficult issue with a coworker, it’s tempting to just get it over with. But don’t start the conversation until you’ve taken the time to see the situation from their perspective. Try to get a sense of what your colleague might be thinking. They have a rationale for the way they’ve been behaving, so what might that reason be? Imagine you’re in their shoes. Ask yourself questions like: What would I do if I were them? Also ask yourself what your colleague is trying to achieve. You’ll need a sense of what their goal is if you want to help achieve it. Identify places where you two see eye to eye on the issues. This common ground will give you a foundation to problem solve jointly and will make the conversation go much more smoothly.

Make It Easier for Your Team to Keep Learning

Team Management 
January 21, 2015

Make It Easier for Your Team to Keep Learning

Leaders want employees to continue to learn and develop new skills, but this wish will fall flat if people aren’t given extra support.
 You might encourage employees to sign up for extra training and courses, but not many people will have time to engage properly, or at all, if their workloads remain the same and their studying has to be done after hours.
 If you truly want to promote more learning among your team, start by giving people opportunities to develop at work. Give them stretch assignments and more autonomy.
 Make sure your team has access to the resources they need to learn and grow – including people.
 Use mentoring to connect younger stars with seasoned executives – both can learn from each other. Establish regular check-ins to provide feedback, and measure progress through 360s. 
You can also fuel development by giving rewards such as promotions and stock ownership. 

Negotiation skills for freelancers (4)

Negotiation Skills 
August 18, 2016

How Freelancers Should Negotiate New Assignments

If you’re a freelancer, you know the importance of negotiating a fair rate and relationship for your work. Here’s what to keep in mind during your next negotiation with a client:

(1)Remember, it’s agile. 
You’ll be expected to contribute on day one. Therefore, your negotiation should be based on a well-defined, realistic, and well-communicated plan of what you can achieve, by when, and how.

(2)Do your homework. Take the time to get to know the organization in advance — its business, strategy, values, and relevant news — and bring real organizational insight to the negotiation.

(3)Establish your value. 
Negotiate from a position of power by making it indisputably clear — through your portfolio or client recommendations, for example — that you’re at the top of your field and will do a great job.

(4)Know the value of the work to the organization. 
Smart negotiators know what success will provide the company, and what failure will cost.
Courtesy: HBR

How to identify a good prospective first time manager

Management 
August 17, 2016

Know Whether Someone Is Ready to Become a Manager

When you’re hiring a new manager, the stakes are high. 
You need someone who can effectively lead people, manage a budget, liaise with upper management — and, usually, do it from day one.
 But what if a potential hire doesn’t yet have a track record in all of the above? 
An important thing to look for in this situation is the person’s awareness of the nature of management. 
Moving into a management role requires giving up some individual contributor tasks and taking on new duties as a team leader.

 A good way to gauge whether a candidate understands the role is to ask what they think management is about, and what specifically they would strive to do in managing a particular team. 
It can also be helpful to ask what other management experiences they have had outside of work: leading an athletic team, a school literary magazine, a squad of volunteers? 
They may have gained a very useful view of effective management in any of these former roles.

The Best Leaders Know How to Really Listen

August 16, 2016 The Best Leaders Know How to Really Listen In a world of instantaneous global connection, one of the most authentic modes of communication still is just listening to someone. But listening can be a challenging skill to master. How can you build your ability? Start by creating space in your day. Block off time in your calendar to reflect on a recent conversation and to prepare for the next one. When a colleague or employee asks for advice, make sure you understand the situation. Before answering, ask a question. Clarify what they really need. And give people your full attention. Look them in the eye. Put down your phone and close your laptop. Leaders who make time for uninterrupted face-to-face conversation find that it’s one of their best management tools.

The Safe Way to Disagree with Your Boss

February 20, 2015 The Safe Way to Disagree with Your Boss You should be able to express your views openly and honestly, but it can be tricky to disagree with your boss. You have to express dissent effectively. First, have a conversation about how to handle disagreements when they arise. It helps to establish these practices when emotions are calm and stakes are low. Before disagreeing, assure your boss that you respect her and her position. Then help her see the bigger picture. Frame your argument in the context of a mutual purpose to remind her that you’re working toward the same goals. Ask for permission to offer a differing view. For example, if you’re trying to express reservations about a decision, say, “I’d like to share a concern, but I’m worried it will sound like I doubt your character. I don’t. But I don’t think I’d be fully loyal if I didn’t share my perspective. May I?”

5 ways to spot a prospective bad boss !

Career Management 
February 24, 2016

Spot a Bad Boss Before You Take a New Job - 5 ways ! 

One of the greatest predictors of happiness at work is your relationship with your manager / immediate superior. 
 But how do you assess a potential new boss while you’re still interviewing for the job?
(1)  Pay attention to how the manager treats you throughout the interview process. 
Did you get a good feeling from the person? 
Is she someone you can imagine going to- with problems?
(2) Do a Google search and check out her online profiles, as well as those of people who used to work for her. 
(3)If you find people who have left, reach out to them and ask what it was like to work for that manager. 
(4)After you’re offered a position, ask to spend a half-day with the company and your future team. 
(5)Above all, trust your instincts.

What to Say When a Conversation Heats Up

August 15, 2016

What to Say When a Conversation Heats Up

When a conversation turns negative, it’s helpful to have a repertoire of replies at your fingertips. Consider these options:

• Reframe. Cast the issue in a different light. If someone says, “I don’t want to fight about this,” a useful reframe is, “This is a debate, certainly not a fight.”
• Rephrase. Rather than letting offensive words pass, suggest replacements. If someone accuses you of coming on too strongly in a meeting, you might reply, “I was passionate.” If you’re described as stubborn, you could say, “I’m very determined when something is important to a successful effort.”
• Revisit. If you’ve had positive interactions with the person in the past, remind them of their ability to find common ground: “We have a good track record of working together. No reason to change that now.”
• Restate. Give people a chance to reconsider and alter what was said: “Surely there’s another way to say that.”

How to overcome salary negotiation resistance

August 08, 2016

Overcome Your Reluctance to Negotiate Your Salary

Negotiating your salary can reap huge long-term benefits. But most of us are reluctant to try. Here are some common excuses and how to overcome them:

• “What if they get upset with me for asking?” To avoid potential backlash, invest extra effort in how you ask. Let the other person know in advance that you wish to negotiate. Give them time to prepare, and meet in person, if possible.
• “What if they say no?” Stop thinking about how bad you’ll feel if you hear a no. Think instead about how good you’ll feel when you’ve initiated the conversation. That way you’ll be saving face if you have the conversation and losing face if you continue to avoid it.
• “It’s not like me to ask.” This is a self-fulfilling prophecy. Throw out this mental picture and replace it with an image of a person you can view as a negotiation role model.

How to overcome a bad first impression

August 04, 2016 Overcome a Bad First Impression A bad first impression can be hard to shake. But changing how others view you is not impossible. Here are four ways to overturn entrenched beliefs: Surprise people. For example, if you’ve developed a reputation for never speaking up, make a point of being the first person to speak in meetings, and make multiple comments. Overcompensate over time. Bombard people with a lot of evidence to suggest that their first impression was wrong — do it not just once, but consistently. Get closer to people. If you’ve started out on the wrong foot with someone, don’t avoid them. Find ways to get to know them better so they can see who you really are. Wait it out. Sometimes the bad impression your colleague formed has nothing to do with you. If you’re patient and continue to act in ways you’re proud of, most people will come around eventually.

Reset Your Assumptions About Your Colleagues

March 17, 2016

Reset Your Assumptions About Your Colleagues

By the time we’ve worked with someone for a few months, we’ve developed certain expectations for what they will say and do.
 But if you want to have good relationships at work, it’s important to try to see colleagues as they are now, not as they used to be. 
As an experiment, try to simply notice your colleagues afresh. 

How do they look today? What is their tone of voice? What are their facial expressions? 
Are they really saying the same old stuff, or is there something new that you can notice and appreciate?
 Improved noticing leads to improved awareness, which in turn leads to better options, decisions, and actions. 
And better options, decisions, and actions are in everyone’s best interests.

Before Giving a Presentation, Consider Your Audience’s Assumptions

August 09, 2016

Before Giving a Presentation, Consider Your Audience’s Assumptions

When you give a presentation, you’re trying to change your audience’s beliefs about something.
 So it’s crucial to consider what assumptions your audience holds about your topic — and how you want those to change.
 For example, let’s say you’re delivering a presentation to potential university donors. 
You want to move them from being skeptical that the school will make good use of the money to feeling excited about the innovative research they could help support. 
This shift will encourage them to donate, so keep it in mind when planning your presentation. 
Ask yourself, “How do I want them to behave differently? 
How must their attitudes or emotions change before their behavior can change?” 
Acknowledge the difficulty of what you’re asking them to do in order to accept your idea. 
If you want to make it clear that you understand their point of view, explicitly acknowledge their concerns and outline a concrete idea to address them.
 Focusing on what people care about will make them much more open to change.

Middle Managers Can Learn from Middlemen

August 02, 2016

Middle Managers Can Learn from Middlemen

The term “middleman” usually conjures up a negative image — someone who creates costs and slows things down. The truth is almost the opposite: Middlemen usually can make things happen more efficiently than those who specialize in other job functions. Middle managers can learn from middlemen in three ways:

• Look for gaps between the silos. People who can bridge the “structural holes” in organizations, who understand the needs and resources of different teams, can bridge cultural divides.
• Keep both sides honest. The middleman’s power comes from a unique vantage point that can keep one or both sides accountable for delivering on the end product.
• Be a single point of contact for your team. Middlemen can help with information overload, filtering out the noise and delivering crucial data.

Adapted from “What Middle Managers Can Learn from 

4 steps in Employee Engagement

January 23, 2015

Greater Engagement Starts with Leaders

It’s important to cultivate a belief in the power of engagement across your entire company.
 And the first step is making engaging leadership part of your culture. 
To drive this, focus on 4 key steps. 

(1) First, MEASURE engagement levels through a survey. You can’t manage what you don’t measure ! 
(2) Next, actively DEVELOP engaging leaders. 
Use workshops and coaching to help managers make engaging behaviors more habitual. 
(3)Then, SELECT engaging leaders to fill high-impact roles. Use tools like 360 reviews to assess and predict whether someone can improve his or her engagement skills. 
(4)Finally, REWARD the engagement you achieve.
 Tying incentives to engagement survey scores can be tricky, but you need to get serious about recognizing leaders who are engaging – and holding accountable those who are not. 

post retirement career planning

August 01, 2016

Plan Your Post-Retirement Career

If you want to continue working in some capacity after you retire, you’ll have to do some planning. Start by asking yourself 4 questions:

(1) How much money do I need to earn?
 If a certain income is mandatory, this criterion needs to come first and will influence your other decisions.

(2) How much location independence do I want? 
If you have visions of balancing some work with a lot of travel, or if you’d like to spend winters in sunny climes, think carefully about how to cultivate a location-independent second act, such as a seasonal or internet-enabled job.

(3)How much change am I seeking?
 If you’d simply like to downshift in your current career, ask your manager about transitioning into a consultant role. A bolder change will require additional groundwork.

(4)How can I start test-driving my future career now?
 Experiment with some small side projects while you have the security of your regular income.

Reference checking of job candidates

August 12, 2016 How to Check Someone’s Job References You think you’ve found the right candidate for your open position, so now it’s time to check references. What’s the best way to get the information you need? Start by soliciting feedback from colleagues who interviewed the candidate and asking what their concerns are. Their answers should form the basis of your questions. At the outset of the call, describe the job you’re trying to fill and its challenges. If the referee has seen the candidate perform in similar circumstances, ask: What were her responsibilities? What did she do? How did she do it? What were the results? Inquire about the candidate’s soft skills with questions like: What can you tell me about this person’s self-awareness? How motivated is she? Is she empathetic? If speaking to a referee proves challenging, look for not-obvious references by identifying people in your network who also know the candidate.

"Switch Careers Without Giving Up Your Seniority ! " ( and how ! )

August 11, 2016

"Switch Careers Without Giving Up Your Seniority ! " ( and how ! ) 

Many experienced professionals would like to change careers, but the thought of starting over at the bottom is simply too demoralizing ! 
So they stay,  often UNHAPPILY , in the same place. 
But there are ways you can shift jobs or even careers without giving up your hard-earned seniority. 
Here are 3 ways to capitalize on your past experience ( in another field / industry ) . 

(1) Leverage the halo effect. 
Recognize that if you’ve been successful in one field, others are likely to view you as being excellent all around and therefore a great candidate in another field ! 

(2)Make use of your advantages. 
Take stock of advantages you’ve built up over the years, such as connections , skills & competences - that could help you get a foot in the door with a glowing reference.

(3)Find opportunities where inexperience is a virtue ! 
Some companies — like those in need of a major turnaround — often are unusually receptive to hiring an unconventional candidate as a leader.
Courtesy : Harvard Business Review

Make most of your Interns

HR 

Interns: Managing Them Effectively
by Nick Morpus

Interns can be a great resource for your organization. Even if their stay at your company is brief, they should be considered trainees; you should aim to prepare them as future members of the workforce. 


Interns are a fantastic resource for cash-strapped organizations that “make or break” on the basis of the amount of money it can raise, so it is wise to make the most of your interns while teaching them useful skills that they can use in the future. 

Here are ways that you can make the most of your interns for your organization.

1. Identifying the Strengths and Weaknesses of Your Interns

You don’t want to put your intern in a position for which they have no passion, knowledge, or drive, would you ? 
A common mistake for organizations is assigning its interns to tasks without first considering strengths and weaknesses.
For example , leave the number crunchers and organizers to the detail-oriented positions, and put creative interns in a position where their talents will benefit your company.

2 . Making Your Interns a Part of the Team

Interns are, by definition, temporary employees, but they shouldn’t be made to feel like they are excluded.
Higher morale contributes to higher productivity. Nothing will lower the morale of your interns more quickly than treating them as “the other guys” or the “out-crowd.”
Make your interns feel like they are important and that they are a member of the team. Invite them to after-work activities, give them meaningful tasks, and include them in major projects and events. 
If your interns feel like they are a part of your tribe and that they belong, they will return the favor in higher quality work and better productivity.

What to Do When Your Boss Keeps Changing

August 10, 2016

What to Do When Your Boss Keeps Changing

If you work at an organization where constant reshufflings are the norm, you may find yourself with a new boss every few months. Here are some coping strategies.

(1) Introduce yourself.
 Each time a new manager is appointed, you need to schedule a one-on-one meeting with them and bring a copy of your résumé. Talk about your working style, your strengths, and your goals.

(2)Be accommodating. 
Ask your boss (a) how they like to communicate, 
(b) how often they want status updates, and
(c)  how much detail they want in them. Then ADAPT  your style ! 

(3)Focusing on learning. 
Try to look at the prospect of a new boss as an OPPORTUNITY  to learn. 
Ask yourself: What can this person teach me?

(4) Check your attitude.
 A new boss to get accustomed to is a challenge, but make sure you’re not wearing your annoyance on your sleeve. Channel your energy into making positive contributions to your organization.

4 steps in making 360 degrees feedback easier & comprehensive

July 18, 2016 Make Soliciting 360-Degree Feedback Easier July 18, 2016 Make Soliciting 360-Degree Feedback Easier 360-degree feedback synthesizes many people’s perspectives about an employee and his performance, giving you a much more complete view of the person than you’d get otherwise.  But gathering and putting together these reports can be time-consuming, and people may be uncomfortable formally criticizing their colleagues !  To make it easier,  following these 4  steps.  (1)  So if you choose to implement a 360-degree feedback process, you should first explain to people that it’s meant to be constructive, not punitive !  (2)  When gathering opinions, ask for specific examples about what the employee is doing well and what they should work on. (3)Make sure to diversify your pool of respondents by asking several peers, direct reports, and internal and external customers for input.  (4)Once you’ve collected their feedback, select what would be relevant to your performance review and use this data to supplement your observations.