SALES / Consumer Behaviour
December 1, 2014
Advice :
Salespeople ! Resist the Temptation to Ask Customers for Glowing Reviews !
Experiment :
Research participants who imagined a scenario in which salespeople asked them for positive evaluations reported LOWER satisfaction with the service encounter than those who imagined NOT being asked (6.82 versus 7.23 on a 9-point satisfaction scale).
Corollary
In retail stores where customers are asked to fill out questionnaires, frontline employees should be DISCOURAGED from asking for positive evaluations or trying to coach customers on how to fill out the forms, the researchers say.
SOURCE: The Effect of Requests for Positive Evaluations on Customer Satisfaction Ratings
Research by : Michael A. Jones and Valerie A. Taylor of the University of Tennessee and Kristy E. Reynolds of the University of Alabama.
Harvard Business Review
Monday, October 31, 2016
Workplace respect , higher productivity
Workplace respect , higher productivity
November 21, 2014
The Far-Reaching Consequences of Workplace Respect
Research fact :
Even if employees sincerely want to perform well, a disrespectful work environment can undermine their efforts.
Experiment :
Merely witnessing incivility makes people LESS attentive to information and WORSE at solving puzzles .
Whereas global research shows that employees who feel respected by their leaders report
(a)56% better health and well-being,
(b) 89% greater enjoyment and satisfaction with their jobs,
(c) 92% greater focus and prioritization, and
(d) 1.26 times more meaning and significance. !
Sample Size
In a study of 20,000 employees, 54% said they DON'T regularly get respect from their leaders !
SOURCE: Half of Employees Don’t Feel Respected by Their Bosses
Christine Porath of Georgetown University .
November 21, 2014
The Far-Reaching Consequences of Workplace Respect
Research fact :
Even if employees sincerely want to perform well, a disrespectful work environment can undermine their efforts.
Experiment :
Merely witnessing incivility makes people LESS attentive to information and WORSE at solving puzzles .
Whereas global research shows that employees who feel respected by their leaders report
(a)56% better health and well-being,
(b) 89% greater enjoyment and satisfaction with their jobs,
(c) 92% greater focus and prioritization, and
(d) 1.26 times more meaning and significance. !
Sample Size
In a study of 20,000 employees, 54% said they DON'T regularly get respect from their leaders !
SOURCE: Half of Employees Don’t Feel Respected by Their Bosses
Christine Porath of Georgetown University .
article link on employee motivation
Article link on employee motivation
https://www.joe.org/joe/1998june/rb3.php/index.php
https://www.joe.org/joe/1998june/rb3.php/index.php
Sunday, October 30, 2016
Strategies to counter abusive behaviour at the work place !
Strategies to counter abusive behaviour at the work place !
September 19, 2014
How to Spot Abusive Behavior on Your Team
Abusive behavior at work stems from three distinct / different mistakes from 3 different roles !
(a)The manager who is preying on the weak
(b) the victim who fails to defend himself / herself and
(c) the witness who DOES NOTHING to stop it !
All 3 have contributed to the problem of abuse and misbehavior,in their own way !
No matter which role you're in ( boss / subordinate or victim / witness ) you can disrupt the unhealthy dynamic by behaving differently.
(1) As the manager:
Ask yourself if you're taking your frustrations out on the person who's LEAST LIKELY to fight back ?
Find a better way to channel your stress, so you don't project onto your team !
(2)As the victim:
Stand up for yourself ! Not pushing back only invites more aggression !
Next time, say something strong:
"I think we can resolve this without raising voices."
(3) As the witness:
Do something ! SOMETHING !
Reach out to your teammate to provide support, advice, and coaching.
Try to defuse abusive behavior in meetings.
If someone continually interrupts the person, ask everyone to hear her out.
Adapted from “ End Abusive Behavior on Your Team” by Liane Davey.
Win over someone by askig for advice
Interpersonal skills / Negotiation
September 22, 2014
Win Someone Over by Asking for Advice
Asking for advice is a powerful way to win someone over.
Whether it's negotiating for a raise or trying to win support for a proposal, the simple gesture of soliciting advice can make you more likable, encourage your counterpart to see your perspective, and rally commitment.
And the beauty of this approach is that it costs so little !
When you ask an opponent for advice, you flatter the person by valuing his or her opinions and expertise.
For example, before you start making your case in a negotiation, ask the other person questions.
Let him or her experience the "joy of talking."
Asking for advice also puts the other person in your shoes.
He or she will see your perspective and become sympathetic to your cause. Doing this can turn your adversaries into your champions.
Adapted from “ Win Over an Opponent by Asking for Advice” by Katie Liljenquist and Adam Galinsky.
September 22, 2014
Win Someone Over by Asking for Advice
Asking for advice is a powerful way to win someone over.
Whether it's negotiating for a raise or trying to win support for a proposal, the simple gesture of soliciting advice can make you more likable, encourage your counterpart to see your perspective, and rally commitment.
And the beauty of this approach is that it costs so little !
When you ask an opponent for advice, you flatter the person by valuing his or her opinions and expertise.
For example, before you start making your case in a negotiation, ask the other person questions.
Let him or her experience the "joy of talking."
Asking for advice also puts the other person in your shoes.
He or she will see your perspective and become sympathetic to your cause. Doing this can turn your adversaries into your champions.
Adapted from “ Win Over an Opponent by Asking for Advice” by Katie Liljenquist and Adam Galinsky.
Sales / consumer behavior on competitive behemoths
Consumer behavior / psychology
December 15, 2014
Why It Can Be Smart to Locate Your Little Business Next to a Giant One
Independent-bookshop patrons who were told that the store’s main competition was billion-dollar corporations were 34% more likely to make purchases than those who were told that the main competition was other locally owned bookstores, according to a team led by Neeru Paharia of Georgetown University. This and other experiments demonstrate that consumers increase their preference for small brands when large and small brands are framed as competing against each other. The effect diminishes as the competitors become more physically distant, the researchers say.
SOURCE: Positioning Brands Against Large Competitors to Increase Sales
December 15, 2014
Why It Can Be Smart to Locate Your Little Business Next to a Giant One
Independent-bookshop patrons who were told that the store’s main competition was billion-dollar corporations were 34% more likely to make purchases than those who were told that the main competition was other locally owned bookstores, according to a team led by Neeru Paharia of Georgetown University. This and other experiments demonstrate that consumers increase their preference for small brands when large and small brands are framed as competing against each other. The effect diminishes as the competitors become more physically distant, the researchers say.
SOURCE: Positioning Brands Against Large Competitors to Increase Sales
Saturday, October 29, 2016
Take a break, twice in a hectic day
Time / Self Management
October 09, 2014
If You’re on a Roll, Take a Break
When you're on a roll at work – completely focused, tearing through your to-do list – the last thing you want to do is take a break and lose momentum.
But research shows that no matter how engaged we are in an activity, our brains inevitably tire, and we become more vulnerable to distractions.
Sporadic breaks replenish our energy, improve self-control and decision-making, and fuel productivity.
We just have to get better about stepping away before we burn out.
So try blocking out a couple of planned 15-minute intermissions on your calendar, one in the morning, one in the afternoon – and find something active to do with this time.
Talk a walk, stretch, run an errand, go with a coworker for a snack, etc.
The important thing is to step away from your computer so your focus is relaxed and your mind drifts. Checking Facebook doesn't count.
Adapted from “ Schedule a 15-Minute Break Before You Burn Out” by Ron Friedman.
October 09, 2014
If You’re on a Roll, Take a Break
When you're on a roll at work – completely focused, tearing through your to-do list – the last thing you want to do is take a break and lose momentum.
But research shows that no matter how engaged we are in an activity, our brains inevitably tire, and we become more vulnerable to distractions.
Sporadic breaks replenish our energy, improve self-control and decision-making, and fuel productivity.
We just have to get better about stepping away before we burn out.
So try blocking out a couple of planned 15-minute intermissions on your calendar, one in the morning, one in the afternoon – and find something active to do with this time.
Talk a walk, stretch, run an errand, go with a coworker for a snack, etc.
The important thing is to step away from your computer so your focus is relaxed and your mind drifts. Checking Facebook doesn't count.
Adapted from “ Schedule a 15-Minute Break Before You Burn Out” by Ron Friedman.
Correlation between wage, motivation and performance
November 05, 2014
Do Employees Reciprocate Positively to a Pay Raise? Maybe Not So Much
In an experiment among people who were hired to distribute copies of a new newspaper to passersby, a pay raise had no effect on performance except in the case of workers who felt the original wage was unacceptable. For them, the increase boosted performance by about 7%, says a team led by Alain Cohn of the University of Zurich. The findings suggest that the “positive reciprocity” effects of a wage increase are elusive, and that the performance boost from a pay raise may be due to countering certain employees’ sense that their original wages were too low and therefore unfair.
Do Employees Reciprocate Positively to a Pay Raise? Maybe Not So Much
In an experiment among people who were hired to distribute copies of a new newspaper to passersby, a pay raise had no effect on performance except in the case of workers who felt the original wage was unacceptable. For them, the increase boosted performance by about 7%, says a team led by Alain Cohn of the University of Zurich. The findings suggest that the “positive reciprocity” effects of a wage increase are elusive, and that the performance boost from a pay raise may be due to countering certain employees’ sense that their original wages were too low and therefore unfair.
CEO s cash in 65% of the value they add to their companies
October 30, 2014
Who Cashes in Most on the Value That CEOs Add to Their Companies? CEOs Themselves
On average, 65% of the value CEOs add to their companies through their vision and managerial skills comes back to them in the form of their cumulative pay, and shareholders divide up the remaining 35%, according to a novel study of U.S. companies by Bang Dang Nguyen of the University of Cambridge in the UK and Kasper Meisner Nielsen of Hong Kong University of Science and Technology. The researchers reached their conclusions by looking at what happens to the stock prices of companies after CEOs die suddenly; in most cases, stock prices decline, but sometimes the equity market reacts positively to CEOs’ passing.
Take a break duing touch negotiations
Negotiation
October 20, 2014
Smart Negotiators Know When to Take Breaks
A good negotiator asks for a time-out when he or she needs to regroup. If you’re not sure what to do next, if you get annoyed and need to calm down, or if you want to consult with colleagues who aren’t at the table, don’t hesitate to take a break. It helps to step away briefly and evaluate the situation – especially if you learn something unexpected at the negotiating table. A break could be anywhere from 10 minutes to a few days. If you’re concerned about sending the wrong signal, just ask for a chance to use the bathroom, check your email, or grab a cup of coffee. But it’s less awkward if you establish up front that either of you can call a break at any time. That way it doesn’t look odd if you ask for a time-out right after your counterpart has suggested an option you don’t like.
Adapted from the HBR Guide to Negotiating by Jeff Weiss.
October 20, 2014
Smart Negotiators Know When to Take Breaks
A good negotiator asks for a time-out when he or she needs to regroup. If you’re not sure what to do next, if you get annoyed and need to calm down, or if you want to consult with colleagues who aren’t at the table, don’t hesitate to take a break. It helps to step away briefly and evaluate the situation – especially if you learn something unexpected at the negotiating table. A break could be anywhere from 10 minutes to a few days. If you’re concerned about sending the wrong signal, just ask for a chance to use the bathroom, check your email, or grab a cup of coffee. But it’s less awkward if you establish up front that either of you can call a break at any time. That way it doesn’t look odd if you ask for a time-out right after your counterpart has suggested an option you don’t like.
Adapted from the HBR Guide to Negotiating by Jeff Weiss.
5 basics of an extempore speech
November 05, 2014
Have a Strategy for Impromptu Speaking
A key demand in business is the ability to speak off-the-cuff. Whether it's giving an unexpected elevator pitch to a potential investor or being asked to quickly defend a proposal to sales, many of us have had to speak with no preparation. Next time, don’t panic. The worst business speeches are those that ramble on.
(1) If forced to speak, quickly draft a structure of your main argument on a notecard (or napkin).
Jot down an (a) introduction, (b) two or three supporting points, and (c) a conclusion.
(2)Use extra time to fill out any examples or data you want to address.
(3) Always state your thesis up front so listeners can easily follow your supporting comments.
(4)Focus on key stories and statistics, rather than your delivery. If you know your topic, the words will come.
(5)Finally, keep it short. When in doubt, say less.
Adapted from " 5 Tips for Off-the-Cuff Speaking" by John Coleman.
Friday, October 28, 2016
Tell Your Team You’re All in This Together
October 27, 2014
Tell Your Team You’re All in This Together
We’re hardwired to want to work together. Research shows that the feeling of working together can lead to greater motivation, engagement, and performance. But ironically, while we have team goals and are judged by team performance, few of us actually do our work in teams. Yes, the projects we complete are done in teams, but most of the work we do today still gets done alone. But there’s a powerful way of making employees feel like they’re working as a team, even when they technically aren’t: Simply say the word "together." It’s a powerful social cue to the brain that signals you belong, you’re connected, and there are others you can trust. Managers should make use of this word with far greater frequency. By repeating that you and your employees are working toward something together, they’ll know they aren’t alone and will be motivated to do their best.
A company’s culture is set by its first 10 to 15 hires,
October 27, 2014
Think Hard About the First People You Hire for Your Start-Up
A company’s culture is set by its first 10 to 15 hires, says Jeff Raider, cofounder of Harry’s, the online shaving-products start-up. A company’s first few employees should be people who have bought into the founders’ vision, who can develop strong working relationships with the founders, and who have the utmost integrity, because the founders need to trust them, Raider tells the Wall Street Journal.
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In business networking, less is more !
In business networking, less is more !
October 29, 2014
Make Networking Less Stressful
Networking doesn’t always come naturally.
But finding the right type of gathering that suits your strengths and interests will make networking much more successful — and enjoyable.
(1) Don’t force yourself to attend every event for the sake of “networking.” Make sure the environment works for you.
(2) If you don’t like crowded, noisy functions, steer clear of boozy harbor cruises and after-parties.
(3) If you can’t find a suitable event, create your own. Bring together different “interest groups” of colleagues that work in your field or that you meet at conferences.
(4) And make sure to commit when you're at your best. If you're not a morning person, don't sign up for a 500-person networking breakfast !
(5) Subject every event to a cost-benefit analysis. Ask yourself who's likely to attend, if they're your target audience, and whether you'll actually get to connect with them.
Adapted from " Networking for Introverts" by Dorie Clark.
October 29, 2014
Make Networking Less Stressful
Networking doesn’t always come naturally.
But finding the right type of gathering that suits your strengths and interests will make networking much more successful — and enjoyable.
(1) Don’t force yourself to attend every event for the sake of “networking.” Make sure the environment works for you.
(2) If you don’t like crowded, noisy functions, steer clear of boozy harbor cruises and after-parties.
(3) If you can’t find a suitable event, create your own. Bring together different “interest groups” of colleagues that work in your field or that you meet at conferences.
(4) And make sure to commit when you're at your best. If you're not a morning person, don't sign up for a 500-person networking breakfast !
(5) Subject every event to a cost-benefit analysis. Ask yourself who's likely to attend, if they're your target audience, and whether you'll actually get to connect with them.
Adapted from " Networking for Introverts" by Dorie Clark.
" The 3 Don'ts of Persuasion"
| " The 3 Don'ts of Persuasion" ------------------------------ Persuading people to believe in your idea is a critical leadership skill. But too many managers don't know how. Here are 3 things to try next time you need to gain consensus or secure a deal: (1) Don't make the hard sell. Setting out a strong position at the start gives opponents something to FIGHT ! It's better to present your position with RESERVE, so you can adjust it if needed. (2) Don't resist compromise. Compromise is not surrender. People want to see that you are flexible enough to respond to their concerns and incorporate their perspectives. (3) Don't assume it's a one-shot deal. Persuasion is a process. You'll rarely arrive at a solution on the first try. Listen, test your position, and then refine it based on the group's input. |
Get Multiple Parties in Sync During a Negotiation
October 31, 2014
Get Multiple Parties in Sync During a Negotiation
Many negotiations involve more than two parties, and all of them need to agree on a solution. But more people being involved means more interests to meet, more options to sort though, and more alternatives to consider, so getting everyone to commit takes longer. You can accelerate the process by clarifying roles and making sure everyone focuses on only one draft of an agreement. First, list out the decisions to be made, and then identify the decision makers in the room — the other people present are either advisors or those who must simply be informed about the decision. Next, choose a drafter to be responsible for drafting and editing the agreement. Have the drafter elicit interests from all parties and create a rough draft. Then people can offer critiques and suggestions, and the drafter can revise. After a few rounds, you should have something concrete to present.
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4 Things New Team Leaders Should Do First
November 03, 2014
4 Things New Team Leaders Should Do First
New team leaders often skip over the basics of team building in a rush to start achieving goals. But your actions in the first few weeks and months have a major impact on whether your team delivers results. Here’s how to set things up for success:
- Get to know one another. Resist the urge to jump right into the work and focus instead on fostering camaraderie with team-building exercises.
- Showcase your values. Explain what's behind each of your decisions, what your priorities are, and how you will evaluate the team's performance.
- Explain how you want the team to work. Not everyone knows the best ways to ask for help or go about tasks. Set expectations and explain processes.
- Set or clarify goals. Make clear what the team is working toward and how you expect to get there. Setting goals early on lays the framework for holding team members accountable.
Reward Your Team for Learning
October 26, 2016
Reward Your Team for Learning
Many jobs require people to continually develop new skills. As a manager, you should be less worried with what people know and more concerned about whether they’re able to learn. But it’s not enough to hire curious, adaptable people; you also have to reward them for learning. When your employees have increased their knowledge and their value to the company, provide them with new and challenging opportunities. Promote people only when they’ve acquired sufficient expertise in other jobs in the organization, not just their own. Or you could give awards for individuals who organize events or activities to promote learnability in the company (running internal conferences, bringing external speakers, or circulating information that nurtures people’s curiosity). Reward simpler habits, too, like writing a blog, sharing articles on social media, or recommending books and movies.
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Help Your Employees Shake a Bad Mood
October 25, 2016
Help Your Employees Shake a Bad Mood
Morning traffic, spilled coffee, running late — it’s not uncommon for people to arrive to the office harried and annoyed. But if your team members start the day in a bad mood, they’re likely to stay that way, which can affect their performance.
Luckily it’s possible for a manager to help people hit the reset button and shake a negative morning mood.
Consider sending out morale-boosting messages in the morning or holding a regular team huddle to help people transition and experience a positive mood as they start their workday.
Providing food or celebrating accomplishments can also help people turn around a bad start. Be mindful of how your behavior can contribute to, or even worsen, a negative mood.
Avoid setting up intense meetings first thing in the morning, and don’t send a barrage of late-night emails that will give people a full inbox when they arrive at the office.
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Dear Sales People, think like HR guys ; Dear HR people, think like you are sales people ! What are you selling ?
Dear Sales People, think like HR guys ; Dear HR people, think like you are sales people ! What are you selling ?
Marketers Shouldn’t Leave Recruiting Up to HR Guys
Many marketers don't think of recruiting as a marketing challenge – they leave it up to HR.
But acquiring and retaining talent is no different than acquiring and retaining customers, which makes marketers uniquely qualified to help bring in new employees.
If you want to attract the best candidates in a competitive marketplace, don’t forget your marketing basics. These are the questions you need to answer:
(1)Value proposition:
What is the source of your differentiation? Do you have a good elevator pitch and consistent messaging in your communications? That is, why should a candidate join your company ? What makes your company, special ?
(2)Market research:
Where can you find the talent you want? What is important to them ( prospective recruits ) in a job, career, team and employer? what to they want ?
(3) Pricing:
What are the key elements of compensation (salary, bonus, benefits, equity), and how do you compare with competitors?
(4)Sales: When you have found the right candidate, do you move quickly to close?
(5)Brand:
Are you visible in the marketplace with a reputation for innovation and excellence?
In board meetings, less is more !
October 28, 2016
Make the Most of Board Discussions
Boards play a critical role in governing a company, yet many of them meet for less than 10 hours a year. So it’s vital that directors use that time well. Board papers should be sent out at least four working days in advance to give directors time to read, digest, and prioritize. Each director should identify the one or two challenges or comments that they want to make at each board meeting. There won’t be time to comment on every issue, so focus on what you think is most important and where you can add the most value. If there are more than two discussions you want to bring up, don’t spring them on your colleagues. Submit your list to the chair in advance so that they can decide which to address at the meeting and which to address in other ways. During the meeting, resist the urge to chime in on every topic and be careful about prolonging discussions that your fellow directors initiate. Your goal as a group is to be thorough and efficient.
Adapted from “Running Better Boardroom Discussions,” by Andrew Campbell
Make the Most of Board Discussions
Boards play a critical role in governing a company, yet many of them meet for less than 10 hours a year. So it’s vital that directors use that time well. Board papers should be sent out at least four working days in advance to give directors time to read, digest, and prioritize. Each director should identify the one or two challenges or comments that they want to make at each board meeting. There won’t be time to comment on every issue, so focus on what you think is most important and where you can add the most value. If there are more than two discussions you want to bring up, don’t spring them on your colleagues. Submit your list to the chair in advance so that they can decide which to address at the meeting and which to address in other ways. During the meeting, resist the urge to chime in on every topic and be careful about prolonging discussions that your fellow directors initiate. Your goal as a group is to be thorough and efficient.
Adapted from “Running Better Boardroom Discussions,” by Andrew Campbell
Tips for Freelancers
Tips for Freelancers
Freelancers: Prepare for the Dry Spells
"Becoming a freelancer can be liberating — and also a little terrifying.
Will you have enough work to make ends meet?
In most industries gig work can be episodic, so you have to plan ahead for the dips.
Stash away money whenever you can so you’re able to weather any slow periods.
Also consider building a network of fellow freelancers who can help you out during those times.
When you have too much work to do, pass on the gigs you can’t take to colleagues; hopefully, the next time you’re in a dry spell you can ask them to do the same.
And if you don’t have as much work as you want, don’t become despondent, especially at the beginning.
It takes time, sometimes six months to a year, to get a consistent cash flow going."
Courtesy : Harvard Business Review
Freelancers: Prepare for the Dry Spells
"Becoming a freelancer can be liberating — and also a little terrifying.
Will you have enough work to make ends meet?
In most industries gig work can be episodic, so you have to plan ahead for the dips.
Stash away money whenever you can so you’re able to weather any slow periods.
Also consider building a network of fellow freelancers who can help you out during those times.
When you have too much work to do, pass on the gigs you can’t take to colleagues; hopefully, the next time you’re in a dry spell you can ask them to do the same.
And if you don’t have as much work as you want, don’t become despondent, especially at the beginning.
It takes time, sometimes six months to a year, to get a consistent cash flow going."
Courtesy : Harvard Business Review
Thursday, October 27, 2016
How to be receptive to feedback from bosses
"Change the Way You Approach Your Next Feedback Conversation" ' Getting feedback is inherently stressful ! When we encounter people of higher status, experience uncertainty, feel less autonomy, or believe that something is unfair, we feel vulnerable. To make receiving feedback less ominous, RE-FRAME the experience. Realize that you only feel threatened; you're not facing a literal threat. And that the person providing you with feedback isn't necessarily lording her status over you – she is trying to help you improve. If you feel that the feedback is unfair, find out if she made wrong assumptions about you. You can state your true intentions and point out how they differ from what she assumed. But remember that your capacity for feedback is FINITE. If you've absorbed all the feedback you can at the moment, pause the conversation so you can make sense of what you've heard so far, and agree to continue only after you've had a chance to REFLECT !
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Turn Your Boring Q&A Session Around
October 30, 2014
Turn Your Boring Q&A Session Around
A lot of Q&As fall flat. Not all speakers are good at handling questions, not everyone participates, and not all questions are relevant. Luckily, there are ways to make these sessions better:
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How to Ask for a Meeting with Just About Anyone
December 4, 2014
How to Ask for a Meeting with Just About Anyone
Everyone is busy. So if you’re asking someone you don’t know for a meeting, you have to think of your request like a VC pitch. Answer the following questions: Why should he speak to you? How can you establish your credibility up front? How will a face-to-face benefit her? When you want to score a meeting, don’t presume that the other person wants to connect with you—that fact needs to be established first. In your initial message, give her a good reason to meet with you, and start with a modest ask. Don’t ask to meet for lunch—aim smaller so it’s easier to say yes. If you have a mutual contact, have him or her introduce you. That makes it easier for the person to see you as a colleague rather than a stranger imposing on her time.
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Women with MBAs from Elite Schools Are More Likely to Drop Out of the Workforce
November 19, 2014
Women with MBAs from Elite Schools Are More Likely to Drop Out of the Workforce
Married mothers who are graduates of elite business schools are 30 percentage points less likely to be employed full-time than mothers who are graduates of less-selective B-schools, according to a study by Joni Hersch of Vanderbilt Law School. The reasons are unclear, but women who hold MBAs from selective schools may have high family incomes, which allow them to take time off from work to raise children. Their lower levels of labor-market participation may have the effect of limiting the number of women reaching high-level corporate positions, because elite workplaces prefer to hire MBAs from elite schools, Hersch says.
Wednesday, October 26, 2016
Graphs make the presentation and stats look more credible !
Biz Research / Presentation skills
October 28, 2014
Recommendation :
To Make Your Claim More Believable, Simply Add a Graph
Experiment :
When a claim about a new drug’s effectiveness was presented in TEXT form, 67% of research participants said they believed it.
But when the text was accompanied by a simple GRAPH making exactly the same claim, 97% believed it !!
Reason ?
Graphs’ persuasiveness has nothing to do with ease of understanding; instead, a graph signals to readers that the information has a SCIENTIFIC basis, making it more believable, the researchers say.
Courtesy : Research by Aner Tal and Brian Wansink of Cornell University & HBR .
October 28, 2014
Recommendation :
To Make Your Claim More Believable, Simply Add a Graph
Experiment :
When a claim about a new drug’s effectiveness was presented in TEXT form, 67% of research participants said they believed it.
But when the text was accompanied by a simple GRAPH making exactly the same claim, 97% believed it !!
Reason ?
Graphs’ persuasiveness has nothing to do with ease of understanding; instead, a graph signals to readers that the information has a SCIENTIFIC basis, making it more believable, the researchers say.
Courtesy : Research by Aner Tal and Brian Wansink of Cornell University & HBR .
Monday, October 24, 2016
" People with high IQ can hate more & be more abrasive ! "
" People with high IQ can hate more & be more abrasive ! "
December 17, 2014
" It Takes Brains to Behave Spitefully"
Research Fact :
Preschoolers with greater cognitive ability have a greater propensity to behave spitefully toward others in a game, taking intentional actions that decrease their partners’ payoffs even at some cost to themselves !!
Experiment :
In an experiment, a 1-standard-deviation increase in a cognitive ability score increased a child’s likelihood of behaving spitefully by 8 percentage points.
Why ?
Spiteful behavior requires a certain level of cognitive ability, the researchers point out: The behavior’s costs and benefits must be calculated and the consequences taken into account.
Research Conducted by : Elisabeth Bügelmayer and C. Katharina Spiess of DIW Berlin in Germany.
Being in a Good Mood Can Help You Solve Complex puzzles & problems
December 16, 2014
Being in a Good Mood Can Help You Think Outside the Box
Research participants who were in a positive mood were about 50% more likely than those in a negative mood to break out of a rigid mind-set that they had been trained to adopt in solving number problems, says a team led by Julia S. Haager of the University of Munich in Germany. Specifically, unhappy participants were less likely to notice that there was a hidden shortcut for solving the problems. A positive mood appears to strengthen alternative ways of thinking and behaving, the researchers say.
Being in a Good Mood Can Help You Think Outside the Box
Research participants who were in a positive mood were about 50% more likely than those in a negative mood to break out of a rigid mind-set that they had been trained to adopt in solving number problems, says a team led by Julia S. Haager of the University of Munich in Germany. Specifically, unhappy participants were less likely to notice that there was a hidden shortcut for solving the problems. A positive mood appears to strengthen alternative ways of thinking and behaving, the researchers say.
Make the Most of a Short-Term Assignment
Career Management
October 19, 2016
Make the Most of a Short-Term Assignment
Short-term assignments, transfers, or rotation programs can have big advantages: You’re exposed to new geographies, functions, cultures, and people.
But these temporary positions often come with little or no training, so it’s your responsibility to get up to speed fast.
Here are 3 ways to make sure you’re getting the most from a short-term assignment:
(1) Set goals.
At the start, write out what you hope to accomplish during your tenure — whether it’s to receive a permanent position or to develop a certain type of expertise (or both!). Also think through what you need to reach those goals.
(2) Ask for feedback.
Mention up front to your boss and peers that you’d like their feedback as you acclimate to the new role. Set up at least one formal check-in with your supervisor.
(3) Keep a journal.
When you see something that works — or doesn’t — write it down. Compile your thoughts over time and reflect on them. Taking note of lessons learned makes it more likely that you’ll leave even a brief experience with real insight.
Adapted from “Maximize Your Learning in Short-Term Assignments,” by John Coleman
October 19, 2016
Make the Most of a Short-Term Assignment
Short-term assignments, transfers, or rotation programs can have big advantages: You’re exposed to new geographies, functions, cultures, and people.
But these temporary positions often come with little or no training, so it’s your responsibility to get up to speed fast.
Here are 3 ways to make sure you’re getting the most from a short-term assignment:
(1) Set goals.
At the start, write out what you hope to accomplish during your tenure — whether it’s to receive a permanent position or to develop a certain type of expertise (or both!). Also think through what you need to reach those goals.
(2) Ask for feedback.
Mention up front to your boss and peers that you’d like their feedback as you acclimate to the new role. Set up at least one formal check-in with your supervisor.
(3) Keep a journal.
When you see something that works — or doesn’t — write it down. Compile your thoughts over time and reflect on them. Taking note of lessons learned makes it more likely that you’ll leave even a brief experience with real insight.
Adapted from “Maximize Your Learning in Short-Term Assignments,” by John Coleman
When Interviewing for a Job, Don’t Stick to a Script
October 14, 2016
When Interviewing for a Job, Don’t Stick to a Script
It’s important to prepare for job interviews, including thinking about how you’ll answer certain questions. But you don’t want to just stick to your talking points. If you answer too quickly and your response is too smooth, you risk looking like you’re delivering a rehearsed answer, rather than engaging in a genuine conversation. So after the interviewer asks a question, pause — even if you’ve practiced a response. Listen for and reuse a few key words from the interviewer’s question to signal that you’re building on what the interviewer said. This will make the conversation flow more organically. You could also say something like, “Let me tell you what’s not on my résumé.” This will get your interviewer’s attention and steer them away from mindlessly looking at your application.
Adapted from “Why You Should Always Go Off-Script in a Job Interview,” by Tanya Menon and Leigh Thompson
When Interviewing for a Job, Don’t Stick to a Script
It’s important to prepare for job interviews, including thinking about how you’ll answer certain questions. But you don’t want to just stick to your talking points. If you answer too quickly and your response is too smooth, you risk looking like you’re delivering a rehearsed answer, rather than engaging in a genuine conversation. So after the interviewer asks a question, pause — even if you’ve practiced a response. Listen for and reuse a few key words from the interviewer’s question to signal that you’re building on what the interviewer said. This will make the conversation flow more organically. You could also say something like, “Let me tell you what’s not on my résumé.” This will get your interviewer’s attention and steer them away from mindlessly looking at your application.
Adapted from “Why You Should Always Go Off-Script in a Job Interview,” by Tanya Menon and Leigh Thompson
Good Listeners Ask Good Questions
October 17, 2016
Good Listeners Ask Good Questions
Some people equate good listening with sitting silently, nodding, making eye contact, and, when the speaker is done, paraphrasing what you heard. But these things are only part of what makes someone feel that you heard them. The best listeners go deeper by trying to understand the substance of what the other person is saying. Doing this requires that you ask questions to clarify your understanding and push the other person to better articulate their position, examine any assumptions they’re making, and see the issues in new light. You should also try to empathize with and validate any emotions the speaker is conveying. Once you’ve made sure the person feels supported, you can offer some thoughts and ideas about the topic that could be useful to the other person. Just be careful not to highjack the conversation so that you or your agenda becomes the subject of the discussion.
Adapted from “What Great Listeners Actually Do,” by Jack Zenger and Joseph Folkman
Good Listeners Ask Good Questions
Some people equate good listening with sitting silently, nodding, making eye contact, and, when the speaker is done, paraphrasing what you heard. But these things are only part of what makes someone feel that you heard them. The best listeners go deeper by trying to understand the substance of what the other person is saying. Doing this requires that you ask questions to clarify your understanding and push the other person to better articulate their position, examine any assumptions they’re making, and see the issues in new light. You should also try to empathize with and validate any emotions the speaker is conveying. Once you’ve made sure the person feels supported, you can offer some thoughts and ideas about the topic that could be useful to the other person. Just be careful not to highjack the conversation so that you or your agenda becomes the subject of the discussion.
Adapted from “What Great Listeners Actually Do,” by Jack Zenger and Joseph Folkman
Weekly monday meetings to speed up work
October 12, 2016
Use a Recurring Meeting to Bust Bureaucratic Logjams
Every company has them: smart, well-intentioned managers who inadvertently slow down the company with too many questions, too much analysis, and too much process. To speed up these people, consider holding a recurring meeting on Monday mornings to air and resolve the conflicts that are preventing execution. Meet, talk, and stay in the room until the issues are resolved. This will send a clear signal that any conflicts preventing the organization’s ability to act — especially at the front line — will be allowed to linger for a maximum of four business days. A commitment to making fast, firm decisions raises the organization’s metabolism and shows everyone that leadership’s bias is toward acting and executing on behalf of customers. Employees will come to expect that endless analysis and deliberation won’t be tolerated.
Adapted from “How to Stop People Who Bog Things Down with Bureaucracy,” by James Allen |
Saturday, October 22, 2016
HR - 2 tips assess new hires for creativity
HR / Hiring
October 11, 2016
Assess New Hires for Creativity
To build a team of creative thinkers, you need to hire people who are open to new experiences and have
(a) resilience,
(b) emotional stability,
(c) flexibility, and
(d) empathy.
During interviews with potential hires, ask questions that test for these traits.
(1) For example, you might ask the candidate to come up with MULTIPLE solutions to a problem, and then see if they are able to draw connections between those solutions to find a novel approach.
(2)If you want to test a candidate’s ability for EMPATHY, ask them to (a) create a persona for a new product, or
(b) have them tell a story about a day in the life of a potential customer to see whether they can take on someone else’s perspective.
These exercises give you valuable clues as to how well the applicant can connect with others both emotionally and intellectually.
Adapted from “A Data-Driven Approach to Group Creativity,” by Bastian Bergmann and Joe Schaeppi
October 11, 2016
Assess New Hires for Creativity
To build a team of creative thinkers, you need to hire people who are open to new experiences and have
(a) resilience,
(b) emotional stability,
(c) flexibility, and
(d) empathy.
During interviews with potential hires, ask questions that test for these traits.
(1) For example, you might ask the candidate to come up with MULTIPLE solutions to a problem, and then see if they are able to draw connections between those solutions to find a novel approach.
(2)If you want to test a candidate’s ability for EMPATHY, ask them to (a) create a persona for a new product, or
(b) have them tell a story about a day in the life of a potential customer to see whether they can take on someone else’s perspective.
These exercises give you valuable clues as to how well the applicant can connect with others both emotionally and intellectually.
Adapted from “A Data-Driven Approach to Group Creativity,” by Bastian Bergmann and Joe Schaeppi
Friday, October 21, 2016
Work less , achieve more !! 3 tips !
Time Management
October 13, 2016
" To Work Less, Rethink How You Spend Your Time ! "
You want to work less but you can’t imagine how, especially since you feel like you’re already behind.
Begin by deciding how much you want to work.
Set a target range of hours — for example, 45–50 hours per week — and use that number as a stopping point.
If - choosing a weekly range is overwhelming, start small by focusing on an incremental goal, like leaving 15 minutes earlier each day.
Then determine the tasks you need to accomplish on a weekly and daily basis within this schedule to feel comfortable ending your workday on time.
If you find you’re still working late, identify what’s hindering you ! ?
(a) Too many meetings?
(b) Interruptions?
(c) Not enough resources?
Address the specific problem that’s holding you back.
At first, these changes to your schedule will likely feel uncomfortable, but after a few weeks you’ll become less emotionally resistant to the reduced hours.
Adapted from “Give Yourself Permission to Work Fewer Hours,” by Elizabeth Grace Saunders
October 13, 2016
" To Work Less, Rethink How You Spend Your Time ! "
You want to work less but you can’t imagine how, especially since you feel like you’re already behind.
Begin by deciding how much you want to work.
Set a target range of hours — for example, 45–50 hours per week — and use that number as a stopping point.
If - choosing a weekly range is overwhelming, start small by focusing on an incremental goal, like leaving 15 minutes earlier each day.
Then determine the tasks you need to accomplish on a weekly and daily basis within this schedule to feel comfortable ending your workday on time.
If you find you’re still working late, identify what’s hindering you ! ?
(a) Too many meetings?
(b) Interruptions?
(c) Not enough resources?
Address the specific problem that’s holding you back.
At first, these changes to your schedule will likely feel uncomfortable, but after a few weeks you’ll become less emotionally resistant to the reduced hours.
Adapted from “Give Yourself Permission to Work Fewer Hours,” by Elizabeth Grace Saunders
Friday, October 14, 2016
Evaluate Whether That Latest Digital Trend Is Worth Adopting
October 05, 2016
Evaluate Whether That Latest Digital Trend Is Worth Adopting
No company wants to pass up a useful innovation. But given the current pace of technological change, how do you know that the next “revolutionary trend” isn’t just going to be a costly distraction? When deciding where and when to invest in technologies like artificial intelligence, virtual reality, and biometrics, consider whether the new technology does one of the following in a unique way:
- Eliminates customer pain. Know your customers’ biggest pain points, and assess whether the new technology alleviates them.
- Elevates customer service. Any new technology should materially improve customer service. Introducing something new should enable better delivery of the core components of your brand promise.
- Creates a differentiated, personalized customer experience. Does the technology create a purchase experience that’s unique to each customer?
Take Time to Create Your Company’s Culture
Org Culture
October 06, 2016
Take Time to Create Your Company’s Culture
Company culture can feel hard to control, which is why many leaders avoid deliberately creating it. But you can’t just let culture happen. In fact, companies should be as intentional about culture as they are about strategy and business model innovation. To become more systematic about culture design, you need to have tough conversations about what your current culture is and what your ideal culture looks like. Then you can work to bring the two closer together. Start these discussions by focusing on three elements:
(1) Outcomes.
The things you want (and don’t want) your culture to achieve.
(2)Behaviors.
The visible parts of your culture; the positive or negative actions people perform every day that result in outcomes.
(3) Enablers and blockers.
The formal or informal policies, rituals, actions, and rules that enable or block your culture — they’re the elements that truly help you achieve your desired culture.
Adapted from “Don’t Let Your Company Culture Just Happen,” by Alexander Osterwalder, Yves Pigneur, and Kavi Guppta
October 06, 2016
Take Time to Create Your Company’s Culture
Company culture can feel hard to control, which is why many leaders avoid deliberately creating it. But you can’t just let culture happen. In fact, companies should be as intentional about culture as they are about strategy and business model innovation. To become more systematic about culture design, you need to have tough conversations about what your current culture is and what your ideal culture looks like. Then you can work to bring the two closer together. Start these discussions by focusing on three elements:
(1) Outcomes.
The things you want (and don’t want) your culture to achieve.
(2)Behaviors.
The visible parts of your culture; the positive or negative actions people perform every day that result in outcomes.
(3) Enablers and blockers.
The formal or informal policies, rituals, actions, and rules that enable or block your culture — they’re the elements that truly help you achieve your desired culture.
Adapted from “Don’t Let Your Company Culture Just Happen,” by Alexander Osterwalder, Yves Pigneur, and Kavi Guppta
Tuesday, October 11, 2016
4 ground rules for office meetings
Office Meetings
October 03, 2016
Set Ground Rules for Behavior in Your Next Meeting
It’s helpful to start a meeting by agreeing on procedural rules, like “start on time and end on time” and “put phones on vibrate.” But ground rules that focus on behavior, not just logistics, can help your meeting be even more successful. These rules describe specific actions that team members should take to act effectively. Here are a few to consider:
(1) State views and ask genuine questions.
This rule discourages monologues and arguments, and encourages a conversation in which members seek to understand everyone’s point of view.
(2)Use specific examples and agree on what important words mean.
You want all team members to use the same words to mean the same thing.
(3)Explain reasoning and intent.
This allows members to understand how others reached their conclusions and see where their reasoning differs from yours.
(4)Jointly design next steps.
This ensures that everyone is committed to moving forward together as a team.
Adapted from “8 Ground Rules for Great Meetings,” by Roger Schwarz
October 03, 2016
Set Ground Rules for Behavior in Your Next Meeting
It’s helpful to start a meeting by agreeing on procedural rules, like “start on time and end on time” and “put phones on vibrate.” But ground rules that focus on behavior, not just logistics, can help your meeting be even more successful. These rules describe specific actions that team members should take to act effectively. Here are a few to consider:
(1) State views and ask genuine questions.
This rule discourages monologues and arguments, and encourages a conversation in which members seek to understand everyone’s point of view.
(2)Use specific examples and agree on what important words mean.
You want all team members to use the same words to mean the same thing.
(3)Explain reasoning and intent.
This allows members to understand how others reached their conclusions and see where their reasoning differs from yours.
(4)Jointly design next steps.
This ensures that everyone is committed to moving forward together as a team.
Adapted from “8 Ground Rules for Great Meetings,” by Roger Schwarz
Saturday, October 8, 2016
Play “Catchball” at Your Next Brainstorming Session
September 22, 2016
Play “Catchball” at Your Next Brainstorming Session
Not all brainstorming sessions need to start with a clean slate. If your team already has an idea or two, you can use the “catchball” approach at your next meeting. Here’s how it works: Someone on the team “tosses” the idea to someone else. Whoever “catches” it must understand it, reflect on it, and improve on it in some way. That person tosses the modified idea back to the group, where it’s caught by someone else and improved further. As each person participates, they’ll have the opportunity to tinker with the idea and enrich the conversation. This gives each team member a sense of shared responsibility and commitment to the idea. Ideally, that feeling of group ownership will remain once it’s time to implement the idea, no matter who came up with the initial concept in the first place.
Make Sure Your Sales Goals Aren’t Unrealistic
October 07, 2016
Make Sure Your Sales Goals Aren’t Unrealistic
When a majority of salespeople miss a goal, it’s often because the management team set the goal too high. Unrealistic goals not only dampen sales but also cause top-performing salespeople to get frustrated and leave. Here’s how to assess whether your sales goals are stretching into the impossible:
(1) Track historic goal achievement outcomes.
Set a benchmark for the percent of salespeople that should make their goals (typically 60%–75%). If the percentage is consistently below the benchmark, then your goals likely are too high.
(2)Prevent padding.
Don’t allow senior leaders to pad national or regional goals before handing them down. Determine whether padding is occurring, to what extent, and at what organizational level — so you can stop it.
(3)Use diagnostics.
Classify salespeople into high-, average-, and low-performance segments, and track and compare voluntary attrition rates across the segments. Excessive attrition of high performers coupled with low goal achievement may mean your goals are overstretched.
Help Your Team Through Times of Crisis
September 26, 2016
Help Your Team Through Times of Crisis
National tragedies — mass shootings, hurricanes, suicide bombers — affect us all. A leader sets the emotional tone and the example both in good times and, perhaps more important, in bad. As a manager, how do you help people deal with their feelings during times of crisis?
(1)Don’t repress your emotions.
Research shows that doing so is not good for you physically or mentally. And while we may want to leave feelings of sadness, pain, confusion, and anger at the office door, we simply can’t. It’s OK to talk about feelings at work, especially in tough times.
(2)Create psychological safety.
Ask people how they are doing and what they think about what happened. Encourage them to talk about what’s on their minds.
(3)Resolve to do good.
Horrific acts can undermine our sense of good. Use the event as a springboard for your team to do something positive in your organization or your community.
Simple Ways to Be More Considerate to Your Colleagues
September 27, 2016
Simple Ways to Be More Considerate to Your Colleagues
No one wants to be told they’re a selfish jerk at work — and being thought of one could hold you back in your career.
But if you are inconsiderate, chances are it’s not because you’re mean; it may be because you’re not paying attention or you’ve invested too little time in becoming aware of others’ goals and opinions.
Become more conscious and you’ll become more considerate.
Start by paying more attention to body language: Maintain eye contact.
Watch your coworkers’ faces for signals of emotion. And be curious about what others think. Don’t be overly focused on proving your point.
You’ll get to that.
Instead, come up with questions of sincere curiosity that will help you understand why others think what they think.
When you see things from another person’s perspective, you’ll often find surprising points of agreement.
Beware of Bias in Emerging-Market Data
September 28, 2016
Beware of Bias in Emerging-Market Data
We want to believe that data is an objective, critical input for strategic planning and operations. But any data can be biased, leading executives to make misguided investment decisions and putting a company’s reputation and jobs at risk. This problem is exacerbated in emerging markets. For example, organizations tend to use local governments’ historical data, which may reflect whatever agenda the government has. While developed markets have stronger institutions that can challenge government estimates, this often is not the case in emerging markets, leaving data more susceptible to political interference. Don’t blindly trust data, even when it comes from a reputable source. Make sure that the data has been collected by sources with no interest in dressing up the numbers. Find out whether the figures were reviewed by analysts with in-depth market knowledge. And always question any potential motivations behind the numbers.
How to handle discussion on politics at the work place
September 30, 2016
Inter Personal skills
How to Navigate Political Discussions at Work
Talking about politics at work can be tricky: However strong your views are, you don’t want to alienate your coworkers. Here are some strategies for having a tactful, diplomatic dialogue.
(1) Focus on learning.
Chances are, you’re not going to change your coworker’s mind, so frame your conversation as a chance to learn about their viewpoint instead. Ask questions. Be curious and open-minded.
(2)Show respect.
Validate the content of your colleague’s argument with phrases like, “I can see you care about this a lot” or “It sounds like you’ve thought this through.”
(3) Seek common ground.
To prevent the conversation from getting overheated, look for areas where you and your colleague are aligned. Don’t demonize the other person just because you disagree.
(4)Deflect if necessary.
If your colleague brings up politics, you don’t have to join the conversation. You’re not obligated to be candid about your thoughts and feelings.
Adapted from “Should You Talk About Politics at Work?” by Rebecca Knight
Inter Personal skills
How to Navigate Political Discussions at Work
Talking about politics at work can be tricky: However strong your views are, you don’t want to alienate your coworkers. Here are some strategies for having a tactful, diplomatic dialogue.
(1) Focus on learning.
Chances are, you’re not going to change your coworker’s mind, so frame your conversation as a chance to learn about their viewpoint instead. Ask questions. Be curious and open-minded.
(2)Show respect.
Validate the content of your colleague’s argument with phrases like, “I can see you care about this a lot” or “It sounds like you’ve thought this through.”
(3) Seek common ground.
To prevent the conversation from getting overheated, look for areas where you and your colleague are aligned. Don’t demonize the other person just because you disagree.
(4)Deflect if necessary.
If your colleague brings up politics, you don’t have to join the conversation. You’re not obligated to be candid about your thoughts and feelings.
Adapted from “Should You Talk About Politics at Work?” by Rebecca Knight
Friday, October 7, 2016
2 tips for ripple effect leadership development
Leadership Ripple Effect
By Anita Bowness
Leadership roles are tough, and the actions of a leader have a ripple effect that can be felt throughout the organization. Here with tips for ensuring this ripple effect is positive for your company is an article by Halogen Software’s Anita Bowness, who is the global practice leader for Business Consulting.
Like a stone thrown into the water, what leaders do has a ripple effect that extends well beyond those immediately around them. Besides impacting performance, leaders serve as role models, impacting the attitudes, behavior, and organizational culture with almost every interaction they have with their peers and direct reports.
Here are the first two of five tips to help ensure the ripples cast by leaders at all levels impact your organization in a positive way.
1. Pick Potential Over Performance
All too often, managers are hired based on previous success, experience, and technical skills over harder-to-quantify leadership potential.
According to Gallup research, great leaders have a rare combination of five competencies: (1) They motivate others, (2) assert themselves to overcome obstacles, (3) build strong, trusting relationships, (4) hold themselves and others accountable for high performance, and (5) make informed, unbiased decisions for the benefit of their team and their organization.
However, Gallup reports that only about 10% of employees naturally possess leadership skills, and another 20% of employees can develop as leaders if their organization invested in the appropriate coaching and development plans for them.
This is an area where HR professionals can have great influence by providing assessment tools to uncover those with leadership potential and the resources and tools for leaders to develop key competencies.
HR professionals can incorporate leadership skill assessment throughout the talent management process, including (a) hiring, (b) performance management, (c) employee development, and (d) succession planning to bring data-driven rigor to talent management and succession planning decisions.
2. Provide Early Manager Development
Joint research by DDI and Brandon Hall indicates that 43% of organizations reported little or no effective leadership development for first time leaders and supervisors.
Like other habits, the behavior of leaders is hard to change once they become habitual, so it makes sense to ensure that new managers are provided with the tools, training, and resources needed to acquire and assimilate good leadership skills that an organization values early in their careers.
In tomorrow’s Advisor, Bowness presents three more tips for developing great leaders.
By Anita Bowness
Leadership roles are tough, and the actions of a leader have a ripple effect that can be felt throughout the organization. Here with tips for ensuring this ripple effect is positive for your company is an article by Halogen Software’s Anita Bowness, who is the global practice leader for Business Consulting.
Like a stone thrown into the water, what leaders do has a ripple effect that extends well beyond those immediately around them. Besides impacting performance, leaders serve as role models, impacting the attitudes, behavior, and organizational culture with almost every interaction they have with their peers and direct reports.
Here are the first two of five tips to help ensure the ripples cast by leaders at all levels impact your organization in a positive way.
1. Pick Potential Over Performance
All too often, managers are hired based on previous success, experience, and technical skills over harder-to-quantify leadership potential.
According to Gallup research, great leaders have a rare combination of five competencies: (1) They motivate others, (2) assert themselves to overcome obstacles, (3) build strong, trusting relationships, (4) hold themselves and others accountable for high performance, and (5) make informed, unbiased decisions for the benefit of their team and their organization.
However, Gallup reports that only about 10% of employees naturally possess leadership skills, and another 20% of employees can develop as leaders if their organization invested in the appropriate coaching and development plans for them.
This is an area where HR professionals can have great influence by providing assessment tools to uncover those with leadership potential and the resources and tools for leaders to develop key competencies.
HR professionals can incorporate leadership skill assessment throughout the talent management process, including (a) hiring, (b) performance management, (c) employee development, and (d) succession planning to bring data-driven rigor to talent management and succession planning decisions.
2. Provide Early Manager Development
Joint research by DDI and Brandon Hall indicates that 43% of organizations reported little or no effective leadership development for first time leaders and supervisors.
Like other habits, the behavior of leaders is hard to change once they become habitual, so it makes sense to ensure that new managers are provided with the tools, training, and resources needed to acquire and assimilate good leadership skills that an organization values early in their careers.
In tomorrow’s Advisor, Bowness presents three more tips for developing great leaders.
3 tips for ripple effect leadership
3 Tips for positive leadership (t)ripple effect
1. Teach Leaders to Be Self-Aware
The more leaders understand and recognize their own strengths, weaknesses, passions, and doubts, the better they can empathize and support others. The ability of a leader to understand and manage themselves, emotionally and in their actions, can greatly impact the individuals they lead.
Organizations can provide tools such as personality assessments, 360o reviews, mentors, and coaches for employees to better understand themselves and incorporate personal development into their work routine. Journaling and taking the time to debrief projects, events, and critical interactions are less formal but no less effective tools for personal development.
2. Develop Coaching Skills
Perhaps the most critical skill for leaders to develop is the ability to provide effective feedback and performance coaching to employees. Helping employees identify performance goals and providing feedback and coaching on an ongoing basis to monitor progress to ensure success are critical leadership skills.
In high-performing organizations, a culture of ongoing performance management enables leaders to build an open and transparent environment to regularly discuss what is and what isn’t working, identify learning opportunities, and establish and follow a career development path.
3. Build On Individual Strengths with Cultural Sensitivity
In an increasingly diverse, global workforce, it is important for leaders to get to know their employees as individuals, understanding their personal values and passions as well as their strengths, development needs, preferred working environment, and career aspirations. This personal approach to performance management enables leaders to build working teams where each member contributes from his or her strengths, adding up to an impact beyond the sum of the team members.
Organizational savvy should also include an awareness of cultural differences, such as methods of communicating, making decisions, timeliness, handling conflict, and other aspects of working together, in order to head off misunderstandings and create a climate of sharing, learning, and understanding (Erin Meyer’s book, The Culture Map, does an excellent job describing the differences in how individuals from different cultures communicate and share ideas).
The Leadership Ripple Effect
Great leaders create positive ripples by inspiring and leading others, by building a performance culture, and by leaving a legacy of future leaders. HR professionals can help ensure this legacy by implementing effective talent management processes in which high-potential leaders receive early and effective development, including interpersonal, cultural, and coaching skills.
1. Teach Leaders to Be Self-Aware
The more leaders understand and recognize their own strengths, weaknesses, passions, and doubts, the better they can empathize and support others. The ability of a leader to understand and manage themselves, emotionally and in their actions, can greatly impact the individuals they lead.
Organizations can provide tools such as personality assessments, 360o reviews, mentors, and coaches for employees to better understand themselves and incorporate personal development into their work routine. Journaling and taking the time to debrief projects, events, and critical interactions are less formal but no less effective tools for personal development.
2. Develop Coaching Skills
Perhaps the most critical skill for leaders to develop is the ability to provide effective feedback and performance coaching to employees. Helping employees identify performance goals and providing feedback and coaching on an ongoing basis to monitor progress to ensure success are critical leadership skills.
In high-performing organizations, a culture of ongoing performance management enables leaders to build an open and transparent environment to regularly discuss what is and what isn’t working, identify learning opportunities, and establish and follow a career development path.
3. Build On Individual Strengths with Cultural Sensitivity
In an increasingly diverse, global workforce, it is important for leaders to get to know their employees as individuals, understanding their personal values and passions as well as their strengths, development needs, preferred working environment, and career aspirations. This personal approach to performance management enables leaders to build working teams where each member contributes from his or her strengths, adding up to an impact beyond the sum of the team members.
Organizational savvy should also include an awareness of cultural differences, such as methods of communicating, making decisions, timeliness, handling conflict, and other aspects of working together, in order to head off misunderstandings and create a climate of sharing, learning, and understanding (Erin Meyer’s book, The Culture Map, does an excellent job describing the differences in how individuals from different cultures communicate and share ideas).
The Leadership Ripple Effect
Great leaders create positive ripples by inspiring and leading others, by building a performance culture, and by leaving a legacy of future leaders. HR professionals can help ensure this legacy by implementing effective talent management processes in which high-potential leaders receive early and effective development, including interpersonal, cultural, and coaching skills.
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