When You Make a Mistake, Forgive Yourself

April 10, 2017

When You Make a Mistake, Forgive Yourself

If a friend tells you about an ordeal they’re facing or a mistake they’ve made, how do you typically respond? In all likelihood, you offer kindness and comfort. But how do you treat yourself when you make a big mistake? You’re probably much tougher — springing to self-criticism, hiding in embarrassment, or ruminating on your perceived shortcomings. The next time you face a setback, try taking a self-compassion break. As soon as you notice that you’re upset or under stress, see if you can locate where the emotional discomfort resides your body. Where do you feel it the most? Then admit to yourself, “This is hard” or “Other people feel this way too.” If you’re having trouble finding the right language, it can help to imagine what you might say to a close friend struggling with the same issue. Can you say something similar to yourself, exhibiting the same kindness?

To Be a Strategic Leader, Be Agile and Consistent at the Same Time

April 03, 2017

To Be a Strategic Leader, Be Agile and Consistent at the Same Time

The best leaders are able to execute the core of their business while remaining open to trends in the market and adapting to meet them. Being strategic in this way requires that you balance two traits. The first is consistency: Work hard and show up on time. Set goals for yourself and your employees, and then achieve them. You also need the second trait, agility: Be intellectually curious, ready to learn from others, communicative, and collaborative. But just as consistency can turn into rigidity, agility can become a lack of focus when it isn’t tempered. So aim for a balance. Have high-quality standards, but also be open to change and understand when old ways of working no longer serve you or your company.

Adapted from “The Best Strategic Leaders Balance Agility and Consistency,” by John Colema

Change Your Default Response to Stres

April 06, 2017

Change Your Default Response to Stress

Everyone faces pressure at work. But whether pressure turns into stress depends on how you react to it. The good news is that, with practice, you can change your default response. Even if you’re someone who typically gets flustered in the face of pressure, you can train your brain to be calmer when a stressful event arises. Make a list of five stressful events from your past that you were successful in solving (for example, maybe you got through the breakup of a relationship or met a tight deadline on a big project). The next time you feel your heart starting to race, remind yourself of those accomplishments — and your ability to chart a path forward — by looking at the list. Choose a small, meaningful action that you can take to get your brain moving forward, even if it doesn’t solve the problem.

Adapted from “You Can Improve Your Default Response to Stress,” by Michelle Gielan

Should Your Goals Be Rigid or Flexible?

April 19, 2017

Should Your Goals Be Rigid or Flexible?

There are two ways to approach your goals: You can be flexible, and let the next steps evolve as you work toward your objective, or you can be rigid, and set specific actions to take. To decide which approach you should use, ask yourself how difficult your goal will be to achieve, how invested you are in achieving it, and what else you have on your plate. In situations where your goal is relatively simple and you’re highly motivated to achieve it, a flexible approach typically works best. In situations where the change required is difficult and you feel less engaged, lay out a firm sequence of steps. And be mindful of your track record. If you struggle with follow-through, or you find that there are simply too many priorities competing for your attention, you’ll need a rigid approach to pursuing your goal.

Adapted from “When to Set Rigid Goals, and When to Be Flexible,” by Steve Martin and Helen Mankin

Focus on Learning During an Interim Role

April 27, 2017

Focus on Learning During an Interim Role

Sometimes you’re put into an interim role as a test: Do you have what it takes to succeed in the job? Don’t let this uncertainty or pressure undermine you. Instead of focusing on the stakes, focus on what you can learn. Approach the assignment as a joint problem-solving exercise, between you, your boss, and others in the organization, with the goal of figuring out how to get the best person into that role. Try to keep your ego out of it, and be open to feedback. Demonstrate a commitment to professional development and continual improvement. If the organization offers you a leadership development program, a management course, or an opportunity to work with a mentor or an executive coach, take it. Don’t think of it as a remedial exercise; use the opportunity to enhance your skills. Showing that you’re willing to learn will make it much more likely that you land the permanent job.

Adapted from “How to Turn an Interim Role into a Permanent Job,” by Ben Dattner

Make Brainstorming More Efficient

April 17, 2017

Make Brainstorming More Efficient

Getting many people to think about a complex problem is often the best way to come up with a solution. But you have to take steps to make the collaboration efficient. When you invite others to contribute to a project, respect their time and show up prepared. Bring together the people who are closest to the problem. Be clear about who is coming and why, and spend time considering how you’re going to tackle a problem. In some situations, it may make sense to keep the conversation open-ended and brainstorm with team members by saying: “What do you think? What’s your perspective?” In other cases, it may be simpler to share your views and ask others to weigh in: “I value your input. Here’s what I’m thinking. What am I not taking into consideration or factoring in? What resonates, and what doesn’t?”

Adapted from “How Managers Can Make Group Projects More Efficient,” by Amy Jen Su

Three Questions to Ask a New Boss

April 10, 2014

Three Questions to Ask a New Boss

When you start working with a new manager, asking how she likes to operate can help you build a productive relationship. Your boss may not think to articulate her management style, so asking thoughtful questions will demonstrate your attentiveness and interest in efficiency. 
(1) “Do you prefer that information be delivered formally or informally?” If she prefers the former, prepare documents in advance of meetings and send frequent updates on assigned projects. If the latter, don’t clog her inbox; update her at crucial junctures or when you need guidance.
(2) “How do you like to process information?” She may like to hear it and respond in person, or to see it in writing before a conversation.
(3) “How would you describe your management style?” If she likes to have a hand in day-to-day operations and decision-making, touch base often. If she’d rather delegate, keep her posted on major developments, but handle most details on your own.


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

Develop All Your Leaders (Even Those Who Aren’t Managers)

April 11, 2014

Develop All Your Leaders (Even Those Who Aren’t Managers)

Most organizations have outstanding individual contributors — developers, salespeople, engineers — who wield great influence and offer critical support to the firm. Though they don’t have managerial titles, their departure would be a huge loss. These individuals meet the criteria for true leaders, but when it comes to leadership development opportunities, they may fall off the radar because they don’t supervise anyone. Even if they have chosen not to pursue a management path, they will still benefit from leadership development — as will your company. Leadership development can make them better team players, improve their communication skills, and teach them to be better coaches. What’s more, as they become more effective interpersonally, they may embrace their management potential and pursue formal leadership roles. 

Adapted from “ Develop the Leaders You've Been Overlooking” by Jack Zenger and Joseph Folkman.

Has the Perma-Temp Job Market Arrived?

April 11, 2014

Has the Perma-Temp Job Market Arrived?

Many labor experts see the surge in temp jobs and contract work in the United States as a sign of a long-term shift in the employment market away from permanent jobs, according to the Wall Street Journal. In March 2014, more than 2.8 million workers, or 2.5% of the workforce, held temporary jobs, up from 1.7 million in 2009; nearly 40% of such positions are in manufacturing. Temp jobs allow employers to quickly staff up or downsize in periods of growth or contraction, and they tend to be lower-wage: The average weekly temp-job pay of $554 is one-third lower than that of all jobs.

SOURCE: Temp Jobs Surge as Firms Contain Expenses

Know Your Stance on Travel When Choosing an Industry

June 03, 2014

Know Your Stance on Travel When Choosing an Industry

A lot of the discussion around work/life balance focuses on managing time. But it's also important to manage your location. When leaders face a decision to travel or relocate, their home lives play a huge part – which is why many believe in acquiring global experience while they're young and unencumbered. International assignments aren’t for everyone; and if travel is undesirable, ambitious young executives should decide so early on to avoid getting trapped in an industry that clashes with their geographic preferences. They'll also have more time to find other ways to signal open-mindedness, sophistication, skill diversity, and willingness to go above and beyond – personal attributes often associated with experience abroad. For those already well into their careers and with families, managing travel (and most things) requires a shared vision of success for everyone at home. Common goals and complementary relationships hold people together; turn to your partner for support and collaborate to reach a decision. 

Adapted from “ Manage Your Work, Manage Your Life” by Boris Groysberg and Robin Abrahams.

New Thinking Leads to a Decrease in Homelessnes

June 03, 2014

New Thinking Leads to a Decrease in Homelessness

Despite a housing-foreclosure crisis and the Great Recession, homelessness in America has declined 17% since 2005 because of a radical change in how states address the problem, according to the Christian Science Monitor. Officials have reversed the old logic of focusing on homeless people’s social problems first and housing needs second; once people are housed, some of their other problems turn out to be easier to resolve. The “housing-first” approach works only if there’s adequate affordable housing, however, so cities like Boston, where the rental market is tight, have seen increases in homelessness.

SOURCE: Homelessness declines as new thinking fuels giant untold success

Organization as a human being and body

" It’s not a coincidence that the origin of the word company is “companion”, corporation is “body”, and organization is “organ.” Just as we talk about human development as a combination of nature and NURTURE, perhaps the growth of organizations follows a similar path. As leaders we spend most of our time thinking about how to nurture and shape our companies. It’s time we also paid attention to their intrinsic nature and how we can cultivate their full expression."

adapting best practices from Industry

Strategy must be aligned to the company’s own DNA as well as the marketplace.  Transplanted organs are rejected if there isn’t a genetic compatibility between donor and recipient. Similarly, one can’t simply transplant a best practice from another company. It needs to be consistent with the DNA of the company.

To Guide Your Company’s Future, Look to Its Past

April 05, 2017

To Guide Your Company’s Future, Look to Its Past

Some strategy experts believe that each company has its own DNA: a unique strategy and culture that sets it apart from competitors. To guide an organization’s growth, you need to understand its nature. 
(1)Start by looking at its past. 
(2)Dig around in the company archives. 
(3) Talk to early employees to find out what the organization used to be like and what shaped its beginning. 
(4)Read the corporate history, if you’ve got one. 
(5) Look at the original vision and values of the founders. How did they see the world? What problem were they out to solve? How did they believe the business was creating value? 
(6) Map what you learn to the company’s current business. Where is there alignment? Where isn’t there? 
The goal of this exercise isn’t just to increase your understanding of the company; it’s to think about how the company can create value in NEW ways while staying true to its ORIGINS.

Adapted from “How to Discover Your Company’s DNA,” by Mark Bonchek

" Being Treated as Invisible is More Harmful than Harassment !

June 12, 2014

Employee Research 

" Being Treated as Invisible is More Harmful than Harassment ! 

Research Finding : 
' Workplace ostracism'  turns out to have a bigger impact than harassment, doing greater harm to employees’ well-being, affeting employees health  and causing greater job turnover, Ostracism is also more common . 

Sample size : 
 Of more than 1,000 university staff members, 91% reported such experiences as being ignored, avoided, shut out of conversations, or treated as invisible over the past year, whereas 45% reported being harassed, such as by being teased, belittled, or embarrassed.

SOURCE:  Is Negative Attention Better Than No Attention? The Comparative Effects of Ostracism and Harassment at Work

Courtesy : Research by  a team led by Jane O’Reilly of the University of Ottawa. 

Keep Tabs on Upstart Rivals

June 13, 2014

Keep Tabs on Upstart Rivals

All companies need to keep tabs on upstart competitors to refine their understanding of the market, to consider new product directions, and to out-maneuver potential rivals. But tracking young companies can be tough, as some information may not be public. Here are three areas to focus on: 

(1)Who are their investors? 
Some investors only do angel investing, some prefer early to mid-stage companies, and others only bet on late-stage stars. Investor profiles can indicate where a company is in its cycle.

(2)Where are their employees located?
 Do they have a team overseas? Is the workforce operating across many locations virtually? Data about where their people are can help you assess a competitor's maturity, speed, agility, and burn.

(3)What are the leadership team’s strengths? 
Find out where those leaders went to school, where they've worked, and whether the CEO has experience starting companies. If the team has worked together before, that can signify maturity.


Adapted from “ Keeping Tabs on the Competition as a Start-Up” by Michael Fertik.

Accommodate Older Workers

June 16, 2014

Accommodate Older Workers

Corporate workforces are aging. Some companies have made strides to adapt, and they have seen improvements in retention and productivity, organizational culture, and the bottom line. Don't fall behind. Use these practices to accommodate your older workers: 

(1)Flexible retirement. 
Give employees the option of working part-time. You retain experienced, talented employees and they get a flexible schedule and a paycheck.

(2) Creating new positions or adapting old ones. 
Retrain older employees for jobs that better suit their current needs and skills. For example, can you transition an older worker out of a physically taxing role and into a training position? Could a long-time cashier move to customer service?

(3)Changing workplace ergonomics. 
Companies should adapt for those who need extra support. Inexpensive tweaks like custom shoes and easier-to-read computer screens can make a huge difference.


Adapted from “ Four Ways to Adapt to an Aging Workforce” by Michael North and Hal Hershfield.

During a Virtual Meeting, Make Sure Everyone Understands the Discussion

March 31, 2017

During a Virtual Meeting, Make Sure Everyone Understands the Discussion

We all know how hard it can be to follow along on a conference call. The challenge is compounded on multinational teams that deal with language barriers. When facilitating a virtual meeting, it’s your job to make sure everyone fully understands what’s going on. Compensate for any language differences by acting as a moderator. After each comment or question, briefly paraphrase what was said. For example, you might say: “That’s an important question. I agree that the production facility’s capacity is a major risk in this plan. Here’s what we know…” Or you can summarize a comment: “So, in your experience, this research technique requires a lot of resources, maybe more than we have. What does everyone else think about that?” These summaries may slow down your meeting, but making sure everyone understands the discussion will save you time in the long run.

Adapted from Running Virtual Meetings (HBR 20-Minute Manager Series)