Where Dads Do Moms’ Chores, Daughters Have Unstereotypical Career Hopes

June 13, 2014

Where Dads Do Moms’ Chores, Daughters Have Unstereotypical Career Hopes

Surveys of families with children aged 7 to 13 show that when fathers take on stereotypically female roles at home, such as child care and cooking, their daughters more easily envision balancing work with family and having careers that are less gender-stereotyped, says a team led by Alyssa Croft of the University of British Columbia. The reasons are unclear; one possible explanation is that counterstereotypical fathers unwittingly model future potential mates, signaling to their daughters that they can expect men to help at home. Also unclear is why boys are unaffected: When fathers enact more-egalitarian gender roles at home, their sons don’t internalize these roles, the researchers say.

SOURCE: The Second Shift Reflected in the Second Generation: Do Parents' Gender Roles at Home Predict Children’s Aspirations?

Overcome Your Fear of Conflict

July 29, 2014

Overcome Your Fear of Conflict

Many of us try to avoid confrontation. Instead of addressing issues directly, we try to be "nice" and then later vent about the frustration eating away at us. This can take a significant toll on our health and self-esteem — and on our work relationships and reputation. Next time you notice yourself shying away from conflict, focus on the business needs and speak objectively. For example, if you have a coworker who always interrupts you in meetings, explain the need to present a unified front: "In the last meeting, I noticed we were interacting in a way that may be throwing off the team. It’s important to appear united. Can we determine our roles in advance or establish cues for when it's time to pass the baton?" People avoid conflict because they assume that it has to be aggressive or disrespectful. It doesn’t — if you remain approachable, non-judgmental, and calm. 

Adapted from “ Get Over Your Fear of Conflict" by Amy Jen Su

Science Shows Why Marketers Are Right to Use Nostalgia

July 29, 2014

Science Shows Why Marketers Are Right to Use Nostalgia

Nostalgia, by heightening feelings of connectedness, reduces people’s desire for money, says a team led by Jannine D. Lasaleta of the Grenoble School of Management in France. In one experiment, nostalgic feelings increased people’s willingness to pay for desired objects. In another, participants who were asked to draw pictures of coins drew them 10% smaller after writing about a nostalgic event. Inducing warm feelings about a cherished past could bring big benefits for those seeking to part consumers from their money, the researchers say.

SOURCE: Nostalgia Weakens the Desire for Money

Feedback to subordinates

March 28, 2017

Ask Your Employees How They Prefer to Receive Feedback

You owe it to your employees to give them constructive criticism. But they may not all want to hear feedback the same way. Consider a regional sales manager who often accompanies her sales associates on client visits.
 Over time, she might learn that some reps want to get her advice right after a client meeting, while others prefer to hear it after a full day’s worth of calls. 

Tailoring your method to your employees’ preferences will increase the likelihood that they will find your criticism helpful and be more willing to act on it. 
So ask your employees about their preferences. 
Do they want immediate feedback, or do they prefer to postpone it? 
Do they prefer an email or an in-person talk? 
If it’s the latter, should it be in your workspace, theirs, or a neutral spot?

Adapted from “How to Deliver Criticism So Employees Pay Attention,” by Deborah Bright

March 29, 2017

Quiet Your Mind to Avoid Making Impulsive Decisions

Leaders are lauded for being able to make decisions quickly. But you don’t want thinking quickly to turn into acting rashly. One way to prevent this from happening is to create a short space between an event and your response to it. Putting off your reaction by even one second (though it may not sound like a lot) can save you from making an impulsive, irrational decision. But you won’t be able to find the mental space for that one-second pause if your mind is constantly under pressure. So give your mind a break. Turn off notifications on your phone, tablet, and laptop. Only check your email once every hour (or as often as needed for your job). And stop multitasking, which keeps your mind busy and reactive. Try to maintain focus on a single task, and notice when you find your mind drifting to something else — it’s a sign that your brain wants to multitask. When this happens, mentally shut down the superfluous tasks entering your thoughts and focus on what’s at hand.

Adapted from “Spending 10 Minutes a Day on Mindfulness Subtly Changes the Way You React to Everything,” by Rasmus Hougaard, Jacqueline Carter, and Gitte Dybkjaer

Push Back When Your Team Is Given Unrealistic Targets

March 30, 2017

Push Back When Your Team Is Given Unrealistic Targets

You might feel helpless when your superiors hand you an astronomically high target for your team. But don’t just surrender and agree to take it on. Instead, share your concerns with your manager. Calmly and rationally, explain why the target feels unattainable, and use numbers to back up your argument whenever possible. For example, you could say: “I saw the $2 million target for our team. That’s a 23% increase over last year. Each team member would have to improve their year-over-year performance by 38%, but the best improvement we’ve ever achieved is 11%. I’m concerned that attempting to achieve those targets will encourage short-term thinking that will hurt customer satisfaction and ultimately constrain our growth. Are there opportunities to revisit this target?” This kind of reasoning might not work, but you should try. Your team will be grateful that you’re advocating on their behalf.

Adapted from “Managing a Team That’s Been Asked to Do Too Much,” by Liane Davey

" Hospital Deaths Rise Markedly Once Occupancy Hits a Tipping Point "

Research Fact : 
" Hospital Deaths Rise Markedly Once Occupancy Hits a Tipping Point " 
Beyond a Tipping Point ,  mortality rises rapidly as occupancy increases,In a study of more than 82,000 patients in German hospitals . 
The researchers identified the tipping point as 92.5% occupancy; among the patients who experienced those levels of crowding, occupancy accounted for 1 in 7 deaths. 
Reason : 
When surges in demand increase hospital occupancy beyond the tipping point, employees face limited resources and increased stress, which can lead to problems such as medication errors and delayed treatments.

SOURCE: Stress on the Ward: Evidence of Safety Tipping Points in Hospitals & Harvard Business Review 

Study Conducted by:   a team led by Ludwig Kuntz of the University of Cologne in Germany. 

Give Someone Else Credit If You Want to Be Seen

June 23, 2014

Give Someone Else Credit If You Want to Be Seen

We all get trapped in the "credit game." Everyone focuses on what he or she personally did to contribute to a win and ignores the parts played by others. It’s a zero-sum game, leading to people feeling unappreciated and sapping everyone's willingness to sacrifice for a collective goal. Break the cycle by initiating a positive one: a culture of appreciation. If you share why you appreciate someone else, he or she will likely return the sentiment. Sharing heartfelt appreciation will spur collaboration and mend tense relationships, opening up space for real work to be done. The more unrewarded you feel, the more difficult this is to do – but the only way to get the ball to come back to you is by getting it rolling. 

Adapted from “ If You’re Feeling Unappreciated, Give Someone Else Credit” by Josh Baron and Rob Lachenauer.

Venture Capitalists’ Ethnic Favoritism Pays Off for Them

June 19, 2014

Venture Capitalists’ Ethnic Favoritism Pays Off for Them

U.S. venture capitalists are more likely to invest in start-ups with executives of the same ethnic origins as themselves, and these investments tend to bring superior payoffs, benefiting from close VC–manager communication and coordination, say Deepak Hegde of New York University and Justin Tumlinson of the University of Munich. About 84% of U.S. venture capitalists are of Anglo-Celtic or European origin, a proportion that nearly reflects these groups’ share of the country’s population. 3.74% and 2.96% of U.S.-based VC partners are of Indian and Chinese origin, respectively, about 6 and 4 times these ethnic groups’ share of the population.

SOURCE: Does Social Proximity Enhance Business Partnerships? Theory and Evidence from Ethnicity’s Role in US Venture Capital

Inspire Employees with a Big Opportunity

June 20, 2014

Inspire Employees with a Big Opportunity

Explaining a corporate strategy to senior managers or staff members can be brutal. People often don't have the context or experience to understand what's being shared – and they walk away with different ideas of what was said. Instead, focus on communicating a big opportunity. A big opportunity is a window into a winning future that is realistic, emotionally compelling, and memorable. A written statement of a big opportunity can be powerful, but only if it’s short (half a page long), clear (make sure people rush off in the same direction), and rational (it’s aligned with what’s happening inside and outside the organization). It should be authentic, meaning senior leadership believes in it too, and there has to be enough heart to compel the audience. 

Adapted from “ Forget the Strategy Powerpoint” by John P. Kotter.

4 Factors Every Business Plan Should Address

June 19, 2014

4 Factors Every Business Plan Should Address

You’ve got a brilliant idea for a new product or service. You’re energized, excited, and ready to execute. But first you’ve got to write a business plan. Investors and stakeholders will care about four factors that are critical to every new venture: 
(1) The people. 
Introduce who will be starting and running the business, and any outside parties providing resources.
(2)The opportunity. 
What will you sell – and to whom? How fast do you plan to grow?
(3)The context. 
Capture the big picture – the regulatory environment, demographic trends, and other dynamic factors that you can’t control.
(4)The risk and reward. 
Present an examination of everything that can go wrong and right. Be prepared to explain how your team can respond.


Adapted from 20-Minute Manager: Creating Business Plans.

Encourage Your Team to Give Each Other Feedback

June 18, 2014

Encourage Your Team to Give Each Other Feedback

Providing feedback is how you make sure your team gets work done on time and on budget. But you shouldn’t be the only one holding people accountable. Enlist team members to applaud good conduct and to speak up to fix unproductive behavior. When everyone gives each other candid feedback, people feel more ownership. You might have to persuade some people – those who aren’t used to giving feedback, who avoid bearing bad news, or who fear hurting people’s feelings. Have a frank discussion to find out why giving feedback is so hard for them, and them frame accountability as a continuous improvement process. 

Adapted from the HBR Guide to Leading Teams by Mary Shapiro.

How to Handle the Transition from Peer to Boss

March 23, 2017

How to Handle the Transition from Peer to Boss

Being promoted over your coworkers is a tricky situation. It’s important to get off on the right foot with your former peers and to make the transition as smooth as possible. Ideally, the team will learn about your promotion from someone else. But if you have to make the announcement yourself, be modest with the wording. This isn’t the time to toot your own horn. Don’t let people make assumptions about what your new relationship will be like — show them. Meet with each team member one-on-one. If you competed with a peer for the job, pull them aside to say you value their contributions. Take a specific action to back up your words, such as assigning them to an important task. And don’t introduce any sweeping changes right away. No matter how good your plan is, hold off until you’ve established your credibility as a manager.

Adapted from The Harvard Business Review Manager's Handbook: The 17 Skills Leaders Need to Stand Out

Insider Trading Is More Commonplace Than You Might Think

June 24, 2014

Insider Trading Is More Commonplace Than You Might Think

As many as one-fourth of all mergers and acquisitions of public companies in the U.S. appear to be the targets of undetected insider trading by investors with advance knowledge, according to a New York Times report on research by Menachem Brenner and Marti G. Subrahmanyam of New York University and Patrick Augustin of McGill University. The researchers discovered the instances of what they call “informed trading” through a statistical analysis of stock-option movements; fewer than 5% of the deals became the subject of Securities and Exchange Commission litigation over insider trading.

SOURCE: Study Asserts Startling Numbers of Insider Trading Rogues

To Manage Your Time, Track It

June 25, 2014

To Manage Your Time, Track It

If you sometimes have no idea where the day has gone, or if you can’t seem to accurately estimate how much time a task will take you, try keeping a log. Breaking your work down into categories — such as personal growth, core job duties, administrative work, etc. — will be easier than keeping track of every single task. You could also break it down by short-term, long-term, and urgent tasks, or by high, medium, and low priorities. If you’re a pen-and-paper person, create a time-tracking chart and update it at the end of each day. If you’re more digitally oriented, there are different apps that can do the math for you. Either way, at the end of a couple of weeks you will have a clear picture of how you’re spending — and wasting — your most precious resource.

Adapted from Managing Time (20-Minute Manager Series).

Cut Down on Errors and Improve Quality

June 26, 2014

Cut Down on Errors and Improve Quality

Today’s customers have myriad outlets to air grievances about poor service or faulty products. And because cycle times in most industries have shrunk, the likelihood of errors has increased. To prevent problems, concern for quality needs to be embedded in the company culture. Doing this requires clear communication at every level. 
(1)Executives need to emphasize quality’s importance when evaluating employees and announcing new initiatives.
(2)Managers should regularly discuss processes to improve quality with their teams.
(3) Employees need to be encouraged to hold one another accountable, and feel comfortable raising concerns about quality violations.


Adapted from “ Creating a Culture of Quality” by Ashwin Srinivasan and Bryan Kurey.

It Pays to Put Your Team in a Good Mood

June 27, 2014

It Pays to Put Your Team in a Good Mood

Three-member teams on which at least 1 person was in a good mood were more than twice as likely to collectively solve a murder-mystery puzzle as teams on which all members were in neutral moods, according to an experiment by Kyle J. Emich of Fordham University. That’s because people in good moods are more likely to seek information from others and to share their own knowledge. So if you start a meeting with a funny story or do something else to put people in a good mood, you may get better exchange of information and better decision making, Emich suggests.

SOURCE: Who’s bringing the donuts: The role of affective patterns in group decision making

Freedom of Information Laws Had a Big Impact on Corruption

July 14, 2014 Freedom of Information Laws Had a Big Impact on Corruption Freedom of Information laws in American states reduced the rate at which officials committed corrupt acts by about 20%, according to an analysis by Adriana S. Cordis of Winthrop University and Patrick L. Warren of Clemson University. In the immediate aftermath of implementation of strong FOI laws, corruption-conviction rates approximately doubled, suggesting that the regulations made it easier to detect malfeasance. Over time, conviction rates declined, suggesting that overall corruption diminished, the authors say. The changes are more pronounced in states with more intense media coverage. SOURCE: Sunshine as disinfectant: The effect of state Freedom of Information Act laws on public corrupti

Avoid These Common Strategic Planning Activities

July 14, 2014

Avoid These Common Strategic Planning Activities

When it comes to setting strategy, most companies do three things that are useless. These exercises may be familiar and reassuring, but you should not:

• Wait until the annual strategy review to revisit your strategy. Competitors don't wait a year to attack, customers don't wait to shift their preferences, and new technology doesn't wait to change the game. Monitor the marketplace continuously, and keep your strategy choices aligned with it.
• Put together a SWOT analysis to kick off the process. There is no such thing as a generic strength, weakness, opportunity, or threat. A strength is only a strength in specific contexts. Rather than trying to analyze these in advance, first figure out where you want to play and how you'll win.
• Worry about a perfect mission statement right now. You can’t finalize your statement without choosing where to play and how to win. Start with a draft that you can revisit.

Establish Your Worth Before Negotiating a Raise

June 30, 2014

Establish Your Worth Before Negotiating a Raise

When negotiating for a raise, it’s pretty standard to begin by listing your achievements to lead up to a big reveal. But this “ta-da!” approach can make you seem childish and needy, and catch your boss off-guard. Instead, establish a monthly check-in with your supervisor to update him about what you’re doing and where you’re headed. This shows momentum, and managers will reward that. And when it’s time to negotiate, you won’t need to toot your own horn — your counterpart will already know where you’re coming from and be more inclined to hear you out.

Adapted from “ 6 Tips for Reluctant Negotiators” by Whitney Johnson.

Do Men in Traditional Marriages Block Women’s Advancement?

June 30, 2014

Do Men in Traditional Marriages Block Women’s Advancement?

In a study of male managers from U.S. accounting firms, those whose wives weren’t employed tended to evaluate female employees more negatively than did men whose wives held jobs: Responding to an online simulation in which they were asked to rate fictional candidates, men in traditional marriages rated women 2 points lower on a 4-point recommendation scale than did men whose wives were employed, says a team led by Sreedhari D. Desai of the University of North Carolina. There was no such discrepancy for male candidates.

SOURCE: The Implications of Marriage Structure for Men’s Workplace Attitudes, Beliefs, and Behaviors Toward Women

4 Situations a Meeting Can’t Solve

July 01, 2014

4 Situations a Meeting Can’t Solve

We are meeting-ed out. So before adding another one to everyone’s calendars, see if there’s a better way to accomplish your goal. You definitely should not schedule a meeting if: 
(1) The subject isn’t worth everyone’s time. 
Say you discover a vendor overcharged your unit on several recent orders. The overcharges are minor, and you can deal with the situation simply by calling the vendor and addressing the errors.
(2) Group members are upset and aren’t ready to talk. 
When there’s a conflict, people may need time apart before they’re ready to tackle the situation.
(3)The issue is better handled one-on-one.
 For example, if you’re gathering information about an employee’s poor performance.
(4) You need to get a lot of individual opinions. 
You’ll likely get more honest feedback if you send out an electronic survey than if you ask attendees to provide feedback in a group setting.


Adapted from Running Meetings (20-Minute Manager).

Regroup from a Failing Project

July 02, 2014

Regroup from a Failing Project

People tend to obsess over sunk costs (all that time and money we've invested in something and can't get back). When teams commit more resources to a clearly failing project, it’s even more of a problem. The more cohesive the group, the more likely they are to hang in there when it’s best to walk away. To get back on track, your team needs to look at its investments objectively, deciding what to scale back on and what to cut altogether. Make it easier to measure what does and doesn’t work by establishing clear organizational goals — and avoid sweeping, abstract language. Break each goal down into smaller subgoals, and then identify the actions required to reach each one. This will give your team a better sense of what’s achievable, and what’s a lost cause. 

Adapted from “Get Your Team to Do What It Says It’s Going to Do” by Heidi Grant Halvorson.

Wisdom Is a Slippery Construct

July 02, 2014

Wisdom Is a Slippery Construct

Are truly wise people wise enough to know that they have a great deal of wisdom? Or does their wisdom make them acutely aware of how little wisdom they really possess? Research by Uwe Redzanowski and Judith Glück of Alpen-Adria Universität Klagenfurt, Austria, shows that there is zero correlation between self-assessments and peer ratings of wisdom, so those who think they’re wise are no more likely than anyone else to be judged as wise by their peers. Of course, it’s unclear whether peer ratings are a good measure of wisdom…

SOURCE: Who Knows Who Is Wise? Self and Peer Ratings of Wisdom

Jumpstart Your Role as a New Team Leader

December 17, 2014

Jumpstart Your Role as a New Team Leader

Being new isn’t easy – even for leaders. When you step into a new role, take time to learn and get to know your team. Don't be afraid to over-communicate. Change makes people nervous, because everyone wants to know where you're going to take the team. Be open and transparent about what you’re thinking, and outline a 30-day plan. Even if you don’t yet know your strategy, you can talk about your values, priorities, and observations, and tell people what you want to learn about and evaluate. Ask lots of questions and be approachable. Meet with all of your direct reports for at least an hour to ask about what they enjoy doing and what they aspire to do in the next few years. And get your hands dirty – do the work your team does.

Adapted from “5 Tips for New Team Leaders” by Jeanne DeWitt.

Creating a Legacy at the work place

March 22, 2017

To Build Your Legacy, Think About Your Predecessors

As a leader, leaving a great legacy is arguably the most powerful thing you can do in your career, because it enables you to have influence well into the future. To make sure you’re keeping your legacy in mind as you go about your everyday work, think about your predecessors and how their actions have affected you. 

What resources did they leave behind for you?
 How did they change the organization to provide you with opportunities? 
How did they shape the company’s culture?

 Research shows that when we know we have benefited from someone else’s legacy, we think about what we want to leave for future generations and we tend to make better long-term decisions.

 While you can’t repay the deeds of the former generation, you can pay them forward by helping the next one. A generation from now, maybe someone will be looking to your example to shape their own legacy.

Adapted from “How to Think About Building Your Legacy,” by Kimberly Wade-Benzoni

Give Your Team Both Collective and Individual Rewards

March 24, 2017

Give Your Team Both Collective and Individual Rewards

As a manager, it’s your job to foster and encourage team identity. Research shows that even selfish individuals become cooperative — and possibly altruistic — when they feel that they’re part of a group. So how do you strengthen your team’s identity? Reward behavior that advances the goals of the group, rather than the individual. Offer your team bonuses, recognition, raises, flexibility, and opportunities based on the entire group’s performance. To avoid free-riding, individual rewards should be given to individuals who make important contributions to the team’s success. This rewards indispensable team members — the unsung heroes who work late, cover for colleagues, and enhance the success of the group. Combining individual and collective rewards ensures that individual members are encouraged and motivated to pursue the team’s goals and help the team succeed.

Adapted from “The Problem with Rewarding Individual Performers,” by Jay Van Bavel and Dominic Packer

People Were More Religious Before Education Became Compulsory

July 22, 2014

People Were More Religious Before Education Became Compulsory

Compulsory education has been shown to broaden people’s occupational choices and improve their earnings, but each additional year of schooling also leads to a 4-percentage-point increase in an individual’s likelihood of reporting no religious affiliation, according to a study of Canadian data by Daniel M. Hungerman of the University of Notre Dame. Education’s impact on earnings might be part of the reason for the decline in religiosity, as might exposure to science and other cultures, Hungerman says. The proportion of Canadians reporting no religious affiliation rose from 4% in 1971 to 16% in 2001; there was a similar increase in the U.S.

SOURCE: The effect of education on religion: Evidence from compulsory schooling laws

July 23, 2014

Reclaim Your Time with a Time-Box System

Time boxing is a planning tool that’s a cross between a calendar and a to-do list. It lets you divide your schedule into increments (half-hour or hour-long chunks) that you can slot tasks into and monitor. To set it up: 
(1) Review your week. Take one day to plan for the week ahead. Inventory your deadlines, commitments, meetings, and so on.
(2)Prioritize what’s on the list. Put deadline-sensitive tasks first, goal-oriented tasks second, and then schedule these around any recurring obligations.
(3)Estimate time for tasks. Err on the side of caution when calculating how long each will take.
(4)Enter series of time boxes into your calendar. Designate a task for each time slot (“8 AM to 9 AM: Return phone calls and emails”), and keep a log of how long it actually took you. Later, review whether you allocated enough time by seeing what you were and weren’t able to finish.


Adapted from Managing Time (20-Minute Manager).

We Assume that People Who Speak Abstractly Are Powerful

July 25, 2014

We Assume that People Who Speak Abstractly Are Powerful

People who described a juice product in abstract terms such as “preservative-free” were judged by research participants to be more powerful—4.38 versus 3.99 on a 7-point perceived-power scale—than those who described the product in more specific, concrete terms such as “contains no preservatives,” says a team led by Cheryl J. Wakslak of the University of Southern California. Participants made the same judgment about writers who used abstract (“Barbara is working hard”) versus concrete (“Barbara is writing notes”) language. Use of nonspecific language may suggest that a speaker or writer possesses an abstract style of thinking and a willingness to judge, both of which are signals of power, the researchers say.

SOURCE: Using Abstract Language Signals Power

Motivate Team Members with Individual Recognition

July 24, 2014

Motivate Team Members with Individual Recognition

In team settings, recognizing individual contributions can be challenging. But because recognition is a powerful motivator, you need to find ways to give it. Start by getting to know each team member personally: ask about backgrounds, life outside of work, and career aspirations. Because helping people grow is a form of recognition, assign challenging tasks, and act as a coach. Try sending written acknowledgment, like a thank-you email with senior management copied. In team discussions, recognize behaviors that people should continue. Hold sessions focused on positive feedback and have everyone share what they appreciate about each team member, whether specific contributions or general strengths. Finally, share credit publicly. Have team members participate in presentations to clients or senior management. 

Adapted from the HBR Guide to Leading Teams by Mary Shapiro.

Unpredictability of Work Hours Becomes a Labor Issue

July 24, 2014

Unpredictability of Work Hours Becomes a Labor Issue

The next big labor issue in the U.S. may be a push for greater predictability of work schedules, according to The New York Times: With companies constantly adjusting staffing to maximize efficiency, 47% of part-time hourly workers ages 26 to 32 receive a week or less of advance notice for their schedules. Unpredictable hours make it hard for workers to arrange child care and to take second jobs to make ends meet.

SOURCE: A Push to Give Steadier Shifts to Part-Timers

How to manage an unethical employee

July 25, 2014

Manage an Immoral Employee

Every leader will eventually encounter the challenge of managing a talented but unethical employee. Start by engaging him. If you assign meaningful tasks, make him feel valued, and treat him like an adult, he’ll be more likely to act ethically. This is the time to employ peer pressure: partner your less-moral employee with a colleague who has strong integrity to motivate the former to behave better. Managers also need to reduce temptations. Help those with weaker self-control by monitoring them a bit more and persuading them that the company truly values generous, altruistic behaviors. To do this, lead by example. The leader's morality level determines whether employees perceive the organization as ethical or unethical. If you want employees to act morally, you have to act morally yourself. 

Adapted from “ Managing the Immoral Employee” by Tomas Chamorro-Premuzic.

How to Discuss Compensation with Employees

June 24, 2014

How to Discuss Compensation with Employees

Managers need to have frank and open discussions with employees about pay. It’s not a comfortable subject, but these are some of the most important conversations of the year. Here are three ways to make them better: 
(1)Talk early and often. 
There should be no surprises when you sit down to talk about salary. The more frequently you meet, the easier it will be. Ask what kind of bonus or raise the employee expects if she meets her goals. Then have regular check-ins to discuss progress.
(2)Do performance evaluations separately. 
Compensation and performance should be discussed separately, so the employee doesn’t fixate on the money. Deliver the formal evaluation first and focus on growth and development. Wait a few weeks to deliver any monetary news.
(3)Provide context. 
When people are disappointed, it’s often because they lack information. Share the big picture – how the company is performing and the range of raises being offered this year.


Adapted from “ How to Discuss Pay with Your Employees” by Amy Gallo.

If a Firm Declines Under a Female or Minority CEO, a White Male “Savior” Will Soon Arrive

June 26, 2014

If a Firm Declines Under a Female or Minority CEO, a White Male “Savior” Will Soon Arrive

When Fortune 500 companies are performing weakly, white women and people of color are more likely than white men to be promoted to CEO, say Alison Cook and Christy Glass of Utah State University. But if these leaders’ tenure is marked by declining performance, they are likely to be replaced by white men, a phenomenon the researchers term the “savior effect.” In only 4 of 608 transitions over 14 years was a woman or minority appointee succeeded by another woman or minority CEO.

SOURCE: Above the Glass Ceiling: When Are Women and Racial/Ethnic Minorities Promoted to CEO?

When It Doesn’t Help to Be Too Nice

June 27, 2014

When It Doesn’t Help to Be Too Nice

No one wants to be the bad guy. But for a leader, being too nice can be inefficient and irresponsible when you have to make a tough call. Don’t fall into these “too nice” traps: 
(1)Avoiding confrontation. Sometimes a new hire just can’t cut it. Letting the employee continue to flounder is arguably more cruel than firing him. Be kind, but be clear. Help the person transition to somewhere he can succeed.
(2)Becoming the doormat. When you’re too nice — to people who miss deadlines or don’t do their work — people will take advantage of you. You don’t need to be severe to be respected, but you should hold your organization up to certain standards and make sure people meet them.
(3) Shunning introspection. Think of this as “being too nice to yourself.” Face the hard truths about yourself, and give employees the space to share their feedback too. You’ll get valuable perspective and you’ll mature as a leader.


Adapted from “ The Problem with Being Too Nice” by Michael Fertik.

There Are Risks in Having the CEO’s Pals on the Board

July 03, 2014

There Are Risks in Having the CEO’s Pals on the Board

Ties of friendship between corporate directors and CEOs can compromise firms’ integrity, but public disclosure of the ties can make the problem worse, according to research in the American Accounting Association’s Accounting Review. In a study of 56 board members, 46% of those who were asked to imagine being directors of a fictitious firm whose CEO was a friend said they’d be willing to substantially cut R&D if it meant triggering a hefty bonus for the chief executive (compared with 6% of those who were asked to imagine that the CEO wasn’t a friend). Those who imagined disclosing the friendship were willing to cut 66% more than those who imagined keeping the friendship secret—apparently because disclosing the friendship gave directors the feeling they had a moral license to reward the CEO, the researchers say.

SOURCE: Will Disclosure of Friendship Ties Between Directors and CEOs Yield Perverse Effects?

Don’t Believe These Strategic Planning Myths

July 09, 2014

Don’t Believe These Strategic Planning Myths

Strategic thinking often boils down to choosing what not to do. Yet three myths continue to plague it: 
Myth 1: Productivity is the goal. Productivity is about getting things done. Strategic thinking is about getting the right things done well. And that means leaving some things undone.
Myth 2: Strategy is about what's “important.” Every project is important to someone, and every organization has more important projects than it can complete. Strategic thinkers must decide where to focus their efforts.
Myth 3: It’s only about thinking. Strategic thought has to yield actionable decisions. Leaders must step up and make the call about what the team will and will not do — and then stick to it.


Adapted from “3 Myths That Kill Strategic Planning” by Nick Tasler.

How to Hire More Top Performers

July 04, 2014

How to Hire More Top Performers

It goes without saying that a company with more top performers has an edge over its rivals. To increase your proportion of top talent: 
(1)Control your pipeline. 
Do your own recruiting, and stop relying on headhunters.
(2)Have your A players conduct the interviews. 
Your B and C players can't always identify the highest potential people (and if they do, they can feel threatened). Average performers tend to look for congeniality and the ability of a candidate to fit in; they don't always look for someone who seems likely to raise the bar.
(3)Involve as many line managers in the interviews as possible. 
This is especially true when hiring for highly technical jobs: HR might not be able to judge whether people have the very specific skills required.


Adapted from “How to Hire More Top Performers” by Michael C. Mankins.

Overcompensating Someone After an Accident Can Backfire

July 08, 2014

Overcompensating Someone After an Accident Can Backfire

Research participants who were overcompensated with a payment of €100 for a €10 textbook that had been damaged by spilled Coke were 63% less likely to attribute the gesture to true moral obligation than were participants who were compensated for the exact cost of the book, says a team led by Tessa Haesevoets of Ghent University in Belgium. Because of guilt and suspicions about the payer’s motives, recipients of overcompensation tend to be less satisfied than people whose payment better matches the level of damage, the researchers say.

SOURCE: What money can’t buy: The psychology of financial overcompensation

More U.S. Parents Tell College-Age Children: You’re on Your Own

July 04, 2014

More U.S. Parents Tell College-Age Children: You’re on Your Own

American parents are more likely now than in recent years to say that their children should pay for college: The proportion of adults saying their offspring should pay for most college costs rose from 27% to 32% over the past two years, with those advocating that children pay every cent rising from 12% to 15%, says CNN. Accordingly, the proportion of parents planning to help their children pay for college declined 4 percentage points, from 81% last year to about 77% this year. Yet 96% of survey respondents said they continue to view a college education as valuable.

SOURCE: Fewer Parents Helping to Pay for College

Help Employees Find Their Flow

July 15, 2014

Help Employees Find Their Flow

Flow enhances performance by improving concentration and motivation. Yet it's nearly impossible for people to reach a state of flow when they’re being interrupted throughout the day. Help your employees reach flow by taking small steps to remove any obstacles to productivity. To reduce interruptions, let people switch off email and hold fewer meetings. Have employees focus on smaller chunks of work, and create shorter and more visible challenge-and-reward cycles. As a manager, you can have an outsize impact on your employees’ concentration and engagement; these strategies aren’t nearly as effective if only one person is trying to change how he or she works. 

Adapted from “ Help Your Employees Find Flow" by Terri Griffith.

Don’t Just Jump on the “Next Big Thing”

July 16, 2014

4 Questions to ask yourselves, before embracing new management fad 
Don’t Just Jump on the “Next Big Thing”

When a new management practice gains momentum, executives think about making it work inside their own firms. But not every idea can be transplanted. To figure out whether it’s worth importing, follow these steps: 
(1) Bide your time. Every new practice needs time to succeed or fail and for the faddishness to fade.
(2)Deconstruct the management model. Identify the essence of the idea. Ask: What’s the underlying logic for this way of working? What insights did the company draw on to come up with this model?
(3)Analyze the results. Did the new practice achieve what the company wanted it to accomplish? Were there side effects?
(4) See how your company compares. Would bureaucracy pose a bigger obstacle at your firm? Is your organization innovative enough for the new idea to take hold?


Adapted from “ Beware the Next Big Thing” by Julian Birkinshaw.

Override Your Default Reactions in a Tough Conversation

July 03, 2014

Override Your Default Reactions in a Tough Conversation

In a difficult conversation, our default reactions can lead to unproductive outcomes. You’ll perform better in those tough moments if you’re conscious of how you want to react. Here’s how: 

(1) Know your defaults. Make a list of daily interpersonal situations, like meetings, conversations, negotiations, and conflicts. Then identify your default behaviors — interrupting, becoming aggressive, micromanaging, or jumping to conclusions.

(2)Plan your overrides. Before these challenging moments arise, envision how you’d ideally like to respond. For instance, if you want to overcome your tendency to interrupt, rehearse being a more active, engaged listener.

(3) Design your days. Self-control varies across a day and a workweek. Why schedule high-conflict conversations before lunch or at the end of the day? If your morning becomes unexpectedly difficult, reshuffle your afternoon to avoid letting a snide comment or criticism slip.

Adapted from “How to Override Your Default Reactions in Tough Moments” by Lee Newman.

Before You Sign on the Dotted Line, Know What You’re Committing To

July 08, 2014

Before You Sign on the Dotted Line, Know What You’re Committing To

When negotiating, be very careful about the commitments you make. Never agree to something just to avoid walking away empty-handed. But if you do have some good options on the table, assess each one thoroughly. Are these options operational and sufficient? The timeline, terms, and conditions need to be realistic and detailed enough that the agreement can actually be implemented. Do you have the authority to commit to these options? Think through whether you can sign on the dotted line — or if you need someone else’s approval. Finally, ask if you'll be able to sell these options internally to key stakeholders. You should test the solutions with the right people — your boss, upper management, your team — before making any promises. Leave committing to anything until the very end. 

3 Questions Executives Should Ask Front-Line Employees

July 07, 2014

3 Questions Executives Should Ask Front-Line Employees

The higher up you are in an organization, the harder it is to keep up with what's happening on the ground. Get a real sense of what's going on in your company by asking your front-line workers: 
(1) How can I help you? 
Ask your employees, suppliers, and customers — and make sure your middle managers do the same. Senior leaders need to show they care about the people at every level.
(2)Why are we doing it this way?
 Ask to learn, not to criticize. People enjoy being heard, and you'll benefit from real feedback. Enlist your employees in the process of figuring out what needs to change and of measuring progress.
(3)Are we supporting you?
 Ask if people have everything they need to do their jobs well. Take action based on what you hear. By staying in touch, you can build trust, motivate, and instill a common vision.

How to Work with a Slacker

July 11, 2014

How to Work with a Slacker

Everyone has worked with someone who doesn't pull his weight. You often don't know whether to confront the person, speak to your boss, or mind your own business. If someone's slacking is not affecting your work, don’t intervene. But if your job is suffering, here's what to do: 
(1) Put yourself in his shoes. Do you know the root causes of his behavior? Slacking doesn't always mean laziness — it could mean difficulty at home or a struggle to understand a new assignment.
(2)Converse instead of confront. Speak up, but don't be accusatory. Approach the conversation with a genuine willingness to solve the problem.
(3) Stick to the facts. Raise specific examples of the behavior and explain its impact on you and others. Keep the conversation forward-looking.
(4) Be flexible. You might think you know the best way to fix the problem, but you can’t fixate on pre-set solutions. It's more effective to guide the person in exploring different options.


Adapted from “How to Deal with a Slacker Coworker” by Carolyn O'Hara.

3 Things to Consider Before Launching a Change Initiative

July 10, 2014

3 Things to Consider Before Launching a Change Initiative

We keep hearing how organizations need to adapt to stay relevant and profitable in a rapidly changing world.
 But is constant adaptation always the best idea? Before taking your company through a big change initiative, ask: 
(1) If customers really want you to change. 
The continued successes of some companies show that people often value consistency.
(2) If the rewards outweigh the risks. 
Remaking or radically changing your offerings has costs. If you do decide to overhaul your portfolio, be prepared for the consequences.
(3) If change will make you vulnerable.
 Shifting strategies or altering your offerings can open the door to competitors. Don’t get so caught up in something new that you leave your core business unprotected.


Adapted from “Your Business Doesn’t Always Need to Change” by Andrea Coville and Paul B. Brown.

Support Your Learning with a Community

March 21, 2017

Support Your Learning with a Community

We’re all born with a natural curiosity. We want to learn. But the demands of work and personal life often get in the way. The solution is to make learning a lifelong habit, and to do that, you need to be proactive. Start by articulating the outcomes you’d like to achieve. Are you looking to master a specific subject? Read books on new topics? Picking one or two outcomes will allow you to set achievable goals to make the habit stick. Next, find or create a group that has goals similar to yours, to make achieving them more fun. It may be a book group to discuss what you’re reading or a writing group where you edit each other’s work. You could also join an organization focused on a topic — a foreign policy discussion group that meets monthly or a woodworking group that gathers regularly to trade notes. You might even consider a formal class or degree program.

Adapted from “Make Learning a Lifelong Habit,” by John Coleman

Rework Bad Ideas Instead of Dismissing Them

March 20, 2017

Rework Bad Ideas Instead of Dismissing Them

Successful entrepreneurs rarely dismiss bad ideas outright: They rework them in the hope that there’s a gem yet to be discovered. After all, the best opportunities aren’t always self-evident. Instead of killing ideas and initiatives when they seem problematic, challenge yourself or your team to push further, reframe the problem and solution, or explore adjacencies. By bringing new thinking to seemingly bad ideas, you may end up with a breakthrough. Listen to all stakeholders regularly, and don’t stop, even once you’ve decided on a course of action. Pay special attention to new information and edge cases as you go — they often hold clues to move you toward better versions of your idea.

Adapted from “Embracing Bad Ideas to Get to Good Ideas,” by John Geraci

What to do , when your boss is loading you with too much work ?

March 17, 2017

What to do , when your boss is loading you with too  much  work ? 

No one wants to come across as lazy, uncommitted, or not a team player, but when you feel snowed under, you really should let your manager know. Have a candid conversation. 
Start by stating the organization’s shared objectives to ensure you’re both on the same page. 
Next, explain what’s getting in the way of you accomplishing those goals. 
Be as specific as possible. 
You might say: “This assignment requires a lot of research, which is time-consuming” or “Now that I am managing a team, I am spending more time planning, and I have less time for day-to-day work.”
 But don’t stop there — offer three ideas for addressing the issue. 
You might suggest that certain tasks be done quarterly instead of monthly, that colleagues step in to assist you on a particular project, or that the organization hire a temp to lighten the load. 
Identify projects that can be (a) delayed, (b) delegated, (c) deleted, or (d) diminished - without compromising your team and organizational goals.

Adapted from “How to Tell Your Boss You Have Too Much Work,” by Rebecca Knight

Set Goals That You Actually Want to Accomplish

March 16, 2017

Set Goals That You Actually Want to Accomplish

It’s unlikely that you’ll make progress on your professional development goals if they feel like a chore. Instead of focusing on things you “should” do, choose one or two areas of focus that align with what really matters to you. Ask yourself:

If I could accomplish just one major professional development goal this year, what would it be?
When I think about this goal, do I get excited about the prospect of working on it as well as achieving it?
Am I motivated to achieve this goal because it’s interesting and important, or is it something that I think would please other people?
Use the answers to come up with a shortlist of goals that truly match your personal ambitions.

Adapted from “Stop Setting Goals You Don’t Actually Care About,” by Elizabeth Grace Saunders

Set Clear Ground Rules for Your Virtual Team

March 15, 2017

Set Clear Ground Rules for Your Virtual Team

All workplaces need ground rules, but they’re particularly important for remote work. When a team is spread out among branch offices, coffee shops, and hotel lobbies, people may have wildly different ideas about what’s expected of them. Make clear what kind of latitude and independence team members can expect, what resources will be available to them, and how much team members will be expected to travel. If people work in different time zones, it’s critical to set ground rules around working hours, too. Managers should think about these questions:

What times of day are team members expected to be available?
How will you schedule meetings to accommodate each person?
What should people do if they find their responsibilities require them to work overtime or outside their scheduled hours?
Giving the team this kind of guidance up front will help them work more effectively.

Adapted from Leading Virtual Teams (HBR 20-Minute Manager Series)

" Keep Your Cool When a Colleague Goes Over Your Head"

14 March 2017

Office Politics / Inter Personal Skills

" Keep Your Cool When a Colleague Goes Over Your Head"

It’s infuriating when a colleague goes over your head to the boss. Not only has he left you out of the conversation but he’s also potentially made you look bad.

What can you say and do when someone tries to bypass you?

Take a step back and assess what you know.

Look at the facts, and avoid snap judgments.

Could you be misreading the situation?

If you don’t know exactly what happened, try to find out. You can ask your boss what transpired:

“I heard you and ( your colleague's name ) were talking about his new idea. Is there anything I should know?”

Be sure to maintain a casual, nonaccusatory tone so your boss doesn’t think you’re trying to start a feud.

You can also approach your colleague in private to hear what he has to say about the situation and why he did what he did. Once you have all the information, you can make a rational decision about what to do next."

Courtesy : Harvard Busines Review

Ask Your Employees to Run Some of Your Meetings

March 09, 2017

Ask Your Employees to Run Some of Your Meetings

There never seems to be enough time to properly plan for a meeting. But the solution isn’t to shortchange your meeting prep; it’s to let others lead your meetings. Delegating this responsibility to someone on your team will both free up your time and develop your staff. It’s especially helpful to give someone else the opportunity to practice managing conversations with you in the room. This will give them the extra performance edge that comes with being watched, and you’ll be able to observe and provide feedback. Before your next meeting, ask yourself, “Who would get the most benefit from an opportunity to lead the meeting?” Look for people who need to develop the skill or who would gain an increase in stature by being given the charge to design and lead the next group conversation.

Adapted from “Just Because You’re in Charge Doesn’t Mean You Should Run Every Meeting,” by Paul Axtell

Don’t Let Criticism Overshadow Praise

March 08, 2017

Don’t Let Criticism Overshadow Praise

When you get feedback from your boss or your colleague, it’s tempting to focus on the criticism. After all, that’s where you need to focus if you want to improve. But dwelling on the negative can be debilitating. You also need to make sure you hear the positive:

(1) Write down the praise.
When receiving feedback, don’t take notes only on the criticism. Jot down the positive feedback, too, so you know what to keep doing. This also cues the feedback giver that positive feedback is important to you.

(2)Dig in to better understand the praise. 
Ask questions and gather concrete examples of how you’re effective. For example, you might say: “I’m so glad my workshop was helpful to you. What about it was helpful? What did I do that helped you learn?”

(3) Believe it. 
Self-doubt can make us mistrust compliments. Don’t allow your self-critic to undermine the positive. Internalize the praise and act as if it is true, even if you don’t believe it at first.
Adapted from “Silence the Critical Voices in Your Head,” by Sabina Nawaz

Adapt Your Leadership Style to the Situation

March 07, 2017

Adapt Your Leadership Style to the Situation

Different work situations call for different leadership styles, and most managers use one of two approaches: dominance or prestige. When you lead through dominance, you influence others by being assertive and leveraging your power and formal authority. This approach works best when your job is to get everyone aligned and moving in the same direction. When there is a clear strategy for a new product launch, for example, and the challenge is in getting your team to enact that vision, dominance is an effective way to create a unified front. Prestige, in contrast, means influencing others by displaying signs of wisdom and expertise and being a role model. This approach works best when you’re trying to empower the people who report to you. If a marketing team is charged with creating an innovative advertising campaign, for example, a prestigious leader can release the constraints on team members and encourage them to think outside the box. Maturing as a leader means being able to diagnose what type of leadership is needed and deploying the strategy that is likely to work best.

Adapted from “Good Bosses Switch Between Two Leadership Styles,” by Jon Maner

Before Confronting a Coworker, Ask These Questions

March 06, 2017

Before Confronting a Coworker, Ask These Questions

It can be hard to know what to do if you’re having problems working with a colleague. Should you confront the issue head-on, or is it better to stay quiet? Ask yourself these questions to decide the best way forward:

Does your short- or long-term success rely on addressing this problem?
Is this person a direct report or a boss?
Will you be working for them in the short term? Is it an ongoing relationship?
How important is it to you and the organization to improve the situation?
Is the issue affecting your ability to concentrate or how you feel about going to work every day?
If the answers to these questions reveal that the problem is a one-time occurrence, or you don’t interact frequently with the person, try not addressing the issue — wait and see how the situation plays out. On the other hand, if you determine that your success is being hindered or your relationship with the person is important, try to quickly resolve the problem at hand.

Adapted from Difficult Conversations (HBR 20-Minute Manager Series)

" Make Time for Strategic Thinking Every Day "

" Make Time for Strategic Thinking Every Day " 

If you believe that only senior executives need to think strategically, think again ! 
No matter what level you’re at, strategic thinking is a critical skill — one that can always be improved. 
To hone your capacity to see the big picture .... 
(1)  start by making sure you have a solid understanding of the industry context and business drivers.
(2)  Make it a routine to explore the internal trends in your day-to-day work. 
(3)Pay attention to the issues that get raised repeatedly, and synthesize the common obstacles your colleagues face.
(4)  Be proactive about connecting with peers in your organization and in your industry to understand their observations of the marketplace, and share this information across your network. 
(5)Take the time to understand the unique information and perspective that your job function contributes to the company. 

Thinking at this higher level will position you to be more strategic in your role.

Adapted from “4 Ways to Improve Your Strategic Thinking Skills,” by Nina Bowman

Have Clear Goals for Your Weekly Meeting

March 02, 2017

Have Clear Goals for Your Weekly Meeting

Just because you have a recurring meeting on your calendar doesn’t mean you have to hold it. Only convene the group if everyone (especially you, as the meeting leader) is clear on what the objectives are. Agreed-upon goals will keep the agenda focused and ensure you make the most of the time. Here are a few sample objectives to consider:

 Share updates and review progress to date, including major milestones or upcoming activities. Ask and answer: “What did I do? What will I do?”
Identify questions and concerns related to progress. Ask and answer: “What are the potential roadblocks?”
Prioritize and resolve issues and address additional questions.
Agree on next steps (for example, what to do if a situation escalates, and what each individual’s role is).
Adapted from HBR Guide to Making Every Meeting Matter

How to Deal with a Compromising Situation at Work

March 01, 2017

How to Deal with a Compromising Situation at Work

No one wants to feel pressured to do something they don’t agree with. But what should you do if the incentives at your company seem to be rewarding behavior that you believe is bad for your customers or clients, or maybe even illegal? If you find yourself in this precarious situation, take a step back and make sure you really understand the situation. Ask yourself: Is this a practice that’s outside the industry standard or that clearly deviates from best practices? In what specific ways does it violate ethics, customers’ interests, or the law? Does an alternative argument (one that argues that the practice is OK) hold merit? Answering these questions will give you a better sense of whether your initial judgment was sound. If you decide that the practice is clearly wrong, the answers will give you ammunition to make your case to others and persuade them to take your concerns seriously. You are more likely to speak up if you have really thought the situation through.

Adapted from “When You Feel Pressured to Do the Wrong Thing at Work,” by Joseph L. Badaracco

Use Peer Evaluations to Write Performance Reviews

February 28, 2017

Use Peer Evaluations to Write Performance Reviews

As a manager, it’s your job to make your employees’ performance reviews as objective and unbiased as possible. One way to make your reviews fairer is to ask for peer evaluations. Instead of writing the assessment solely from your perspective (and perhaps asking the reviewee to do a self-assessment), ask your team members to write evaluations of one another. They can then share their reviews with you and, if they’d like, with the person being evaluated. This will give you valuable input from the people who work closely with the reviewee every day. It will also help you temper any bias you might bring to the evaluation and encourage your team to be open and transparent with each other.

Adapted from “Let’s Not Kill Performance Evaluations Yet,” by Lori Goler, Janelle Gale, and Adam Grant

What to Do When You’re Left Out of an Important Meeting

February 24, 2017

What to Do When You’re Left Out of an Important Meeting

Does this sound familiar? You find out about an important meeting, one whose outcome affects you and your team, only after it happens. It’s hard not to take that personally. But don’t despair — take action so it doesn’t happen again. Reach out to a colleague who was at the meeting to learn more about the agenda and what happened. Then talk with the meeting leader. Refrain from harping on the past or focusing on your hurt feelings. Instead of saying “Why wasn’t I invited to that meeting? I should have been there!” try something along the lines of “I noticed that I wasn’t on the attendee list. After speaking with Joe about the agenda, I think it would be helpful if I was in future meetings about this topic.” Explain what someone in your role can contribute to the next meeting. Make the case that the outcome will be better if you’re in the room.

Adapted from “How to Respond When You’re Left Out of Important Meetings,” by Melissa Raffoni