If You’ve Made a Bad Decision, Act Fast

December 01, 2016

If You’ve Made a Bad Decision, Act Fast

No one likes to make a bad decision. Maybe you hired the wrong person, took a job that wasn’t a good fit, or launched a new product that no one seems to want. When you realize that you made a mistake, act fast. It’s far better for your career to accept the loss now, rather than dragging it out and wasting even more resources. Think carefully about how you might make the situation better. You may not need to pull the plug completely. For example, if you hired the wrong person for the job but she has the right attitude, she may be open to training to improve her skills. But some problems require drastic, decisive action. If you absolutely hate your new job after a month, you may want to resign immediately so that the company can make an offer to another candidate. Once you’ve taken action, reflect on what happened. Could the problem realistically have been avoided? Sometimes the answer is no, but other times, if you’re honest with yourself, you could have prevented the situation. Take the time to understand where you went wrong so you don’t make the same mistake twice.

Adapted from “What to Do When You’ve Made a Bad Decision,” by Dorie Clark

Staff a New Initiative with a Broader Group of People

November 25, 2016

Staff a New Initiative with a Broader Group of People

With new initiatives, we often assume we need a smaller team to get the job done. But there are advantages to bringing in a broader group of people: you capture more ideas and build a sense of community. 
Next time you’re tasked with an initiative, consider using an ecosystem-focused approach. 
Start by deliberately seeking out different perspectives. Recruit the people who will be affected by your new product or service, and pay special attention to those who provide support services or add-ons. Having the right people is more important than having the right idea. Bring this curated group together either in person or virtually to trade ideas, share perspectives, and contribute to the initiative. You should ask these people to commit something — time, attention, expertise, or funding — toward the initiative. 

After this initial meeting, continue to cultivate relationships with those who have contributed and committed to the initiative.

Adapted from “To Innovate, Think Like a 19th-Century Barn Raiser,” by John Geraci and Christopher Chavez

Make Delegation Easier

December 12, 2016

Make Delegating Easier

All managers know they’re supposed to delegate, but too many of them are still doing too much themselves. What’s an overburdened manager supposed to do? First, pay attention. If you’re swamped, and especially if you find yourself having to say no to new work, this is a sign that you may not be delegating enough. Come up with a process that lets you delegate something and be done with it. Delegation is useless if you have to spend time managing the process or answering follow-up questions. Delegating well requires efficient, clear communication. Minimize time spent in meetings, but not to the point that you need to have the same conversation twice. And don’t forget to have processes in place — ideally ones that require little of your time — to check your staff’s work so that you can trust it. Invest in resources that will make delegation easier. If there’s a new technology that lowers coordination costs and makes collaboration easier, don’t skimp. Making delegation as seamless as possible is always a good investment.

Adapted from “Research: Delegating More Can Increase Your Earnings,” by Thomas N. Hubbard

Avoid Micromanaging by Setting Clear Targets for Your Direct Reports

December 20, 2016

Avoid Micromanaging by Setting Clear Targets for Your Direct Reports

Micromanagement isn’t a personality flaw; it’s a breakdown in the fundamentals of delegation. As a manager, you should be able to give someone a task without having to look over their shoulder. 
The key is to provide clear goals.

 If you want your direct report to improve customer satisfaction, define by how much and specify which elements of satisfaction are most important. 
You should also explain the constraints of the project: “stay within this budget” or “follow these policies” or “get my approval on this type of decision.” Without these guardrails you’re likely to leave the person flailing, and you, in turn, will want to hover. But be careful not to give too many constraints. Telling your general counsel, for example, to “get the contract in place” and then handing him the term sheet on a napkin is likely too vague. But saying “I’ll need to approve all edits in each step of the negotiation” is too much of a constraint and will waste everyone’s time. You need to find the right balance for you.

Adapted from “Why Is Micromanagement So Infectious?” by Niko Canner and Ethan Bernstein

Combine Your Customer and Employee Feedback Systems

December 13, 2016

Combine Your Customer and Employee Feedback Systems

Most companies ask customers for feedback about their products and services. But only a handful ask their employees the same questions. This is a missed opportunity. A lot of insight can be gained from connecting your customer feedback to your employee feedback systems, especially if you flag interactions where your customers’ and employees’ perceptions diverge. So in addition to asking your customers questions like “Was your problem solved” and “Are we easy to work with?” ask your employees “Did you solve the problem?” and “Was it easy to access the tools and resources you needed to do it?” The combined answers will give you more insight into your customers. And managers can use the information to coach employees, assess whether they had the right tools and resources, and identify people with innovative ideas and leadership potential. Connecting these systems can create powerful feedback loops that both engage employees and help your company respond to fast-changing customer expectations.

Adapted from “Listen to Your Employees, Not Just Your Customers,” by Beth Benjamin

How to Leave Your Job Gracefully

December 09, 2016

How to Leave Your Job Gracefully

How you leave a job is just as important as how you start one. It can be tempting to say exactly what you think about the organization or people you’re leaving, but there are only downsides to burning bridges or destroying relationships. You need to make a graceful exit. So once you’ve given notice to your boss, do the following:

(1)Create a plan with your boss. 
Lay out who you’ll tell about your departure and when and how you’ll hand off your work. It’ll make you both feel better to be on the same page.

(2)Be positive. 
No matter your reasons for leaving, don’t bring up past grievances or badmouth people on the way out. Focus on where you’re headed, so you’re seen as a person seeking new growth opportunities rather than as a disgruntled defector.

(3)Work hard until your last day.
 Don’t sully your hard-won reputation by slacking off at the end. Go out on a high note by making sure that your projects are transferred in a timely and organized fashion and that deadlines won’t be overlooked in your absence.

Adapted from “What to Do After You Tell Your Boss You’re Leaving,” Carolyn O'Hara

" Make a Great First Impression "

Communication / networking
December 07, 2016

" Make a Great First Impression "

Whether you’re interviewing for a job or making a sales call with a new client, first impressions matter. Your relationships and interactions will be a lot easier if you start off strong. Here’s how to do it:

(1) Do your homework.
 Know who you’re talking to, what she cares about, and the problem she’s trying to solve. Prepare relevant talking points before the meeting.

(2)Exude confidence.
It’s normal to be nervous, but you don’t want your anxiety to show. Your body language should be confident and comfortable. Take long strides. Sit up straight. Walk with your chest held high.

(3)Engage and be engaging.
Draw out the other person. Listen to what she’s saying. Ask thoughtful follow-up questions. The better you make her feel, the more she’s inclined to have a positive impression of you.

(4) Follow up.
To ensure your first impression sticks, write the person a thank you note or send an article related to the conversation you had.
Adapted from “How to Make a Great First Impression,” by Rebecca Knight

" How to Make People on Your Team Feel Like They Belong"

Employee Engagement & Inclusion 
December 05, 2016

" How to Make People on Your Team Feel Like They Belong" 

We’re genetically wired to belong ! It’s how we survive and thrive in life — and at work. 
This is especially important for minorities who often don’t feel included at the office. 
New research shows that fostering a sense of belonging helps reduce stress levels, and consequently improves physical health, emotional well-being, and performance.
 Here are a few ways you can create a culture where everyone feels they belong:

(1) Make introductions. 
Don’t introduce people just by their title. Add ' litle tidbits'  that are unique to the individual and show that you appreciate them. Use language like: “This is Yamuna  — she is part of our research team.” The word “our” really adds the feeling of being on a team.

(2)Solicit input. 
Don’t expect everyone to show up and speak up. Invite people who you want to include, ask their opinion, and follow up with questions so they truly felt heard. 

(3) Share stories. 
Stories show that you, as the storyteller, care enough about your audience’s career to show your own vulnerability and share your mistakes and successes. They also help people connect emotionally. 
Adapted from “Diversity Efforts Fall Short Unless Employees Feel That They Belong,” by Pat Wadors