To Keep an Argument from Escalating, Get Some Perspective

May 18, 2017

To Keep an Argument from Escalating, Get Some Perspective

When you get into an argument, it’s natural to focus on your own feelings and perspective. But that makes it much harder to reach a resolution. In fact, psychologists have found that people use better reasoning strategies when they distance themselves from how they currently feel and consider what a situation means in the long run. 

So the next time you disagree with a colleague, try to see the conflict from a third-person perspective. What would someone outside the situation say about your disagreement? Or think about how you’ll feel about the conflict in a week, a month, or a year. Considering the future encourages you to step away from the present moment, which may be full of negative emotions, and helps you put the situation in context. Knowing that you might not care about the argument as much in the future will help you temper what you say and do today.

Adapted from “To Defuse an Argument, Think About the Future,” by Alex C. Huynh

Encourage Collaboration by Making It Easier

May 17, 2017

Encourage Collaboration by Making It Easier

Collaboration takes time and resources.
 So if you want people to work together, you have to make it as easy as possible. 

For example, you can use simple, off-the-shelf tools like Dropbox and Skype to help people share and communicate. (Be sure that any programs you use work seamlessly with your IT system.) 
If some of your employees aren’t confident with the technology, pair them with someone who is. People are much more likely to adopt a new technology if they have someone they can turn to for help, rather than learning it on their own or relying on an IT hotline. And for major collaboration projects, consider assigning co-leaders who can shoulder the administrative burdens.

Adapted from “How to Get People to Collaborate When You Don’t Control Their Salary,” by Heidi K. Gardner

Tread Carefully When You Work for a Gossipy Boss

May 16, 2017

Tread Carefully When You Work for a Gossipy Boss

It’s awkward when your boss divulges information they shouldn’t, or gossips about people in other departments. Instead of playing along, steer the conversation toward neutral ground. For example, if your boss complains to you about a colleague’s sour mood, you could say, “It’s a busy time of year. I have a lot of client demands, and the added pressures are stressful.” You can also reframe the comment. If your boss criticizes a colleague for being late to work several times in the past month, you could respond with, “I’ve noticed that too, but I have a different interpretation. That person has a really tough commute, and the fact that they manage to get here on time most days shows me that they are committed.” Most important, remember that your manager isn’t superhuman. We all slip up from time to time, so cut your boss some slack.

Adapted from “How to Work for a Gossipy Boss,” by Rebecca Knight

Stay Calm When Someone Is Getting on Your Nerves

May 15, 2017

Stay Calm When Someone Is Getting on Your Nerves

Every manager has a few behaviors they’re particularly sensitive to or things they’re especially touchy about. Maybe you loathe being interrupted, especially by a certain self-important colleague. Or maybe you get riled up when someone keeps asking you the same question over and over again. To help yourself remain calm in these situations, acknowledge your emotions and think through why you’re reacting the way you are. For example, you might get angry about being interrupted because it was a major problem at your last job or in a prior personal relationship. Don’t let those associations control you: Recognize what’s triggering you, and make a conscious decision to redirect your emotions. Then abstract yourself from the situation. The other person’s behavior feels personal, which is why it has the power to upset you. But what if it has nothing to do with you? Imagine if you were watching the situation happen to someone else. What would be the best way for them to respond?

Adapted from the Harvard Business Review Manager's Handbook

Don’t Let Technology Hiccups Disrupt Your Remote Work

May 11, 2017

Don’t Let Technology Hiccups Disrupt Your Remote Work

When you work remotely, technology failures can cause confusion, eat up valuable time, and make you look unprofessional. You can reduce the impact of tech snafus by planning for them. For example, when you set up your remote work tools before a big conference call, catalog potential risks and think through worst-case scenarios. Brainstorm a plan B (what should you do if you’re kicked off the call?), and do a few trial runs to make sure it’s viable. And keep important information close by. You might even create a “technology crisis card” for quick reference, writing down the name and version of your computer’s operating system, account information for your most important tools, and contact information for a local, in-home IT service.

Adapted from Virtual Collaboration (HBR 20-Minute Manager Series)

Use High Standards to Motivate Employees

May 10, 2017

Use High Standards to Motivate Employees

Employees constantly watch their leaders to understand what kind of people they are. So one of the most important things leaders can do is to insist on high standards. While low standards lead to low commitment, high standards are energizing, even for the most self-motivated employees. But choose your arenas carefully. If you demand perfection in every aspect of performance, you’ll come across as a tyrannical nitpicker. Choose one or two things you want to be known for, such as always being prepared for meetings, insisting on product quality, or supporting excellent customer service. Whatever the standard is, consistently uphold it and demand it of others.

Adapted from “Followers Don’t See Their Leaders as Real People,” by Nathan T. Washburn and Benjamin Galvin

Don’t Settle for Having One Mentor

May 09, 2017

Don’t Settle for Having One Mentor

We all know that having a mentor is helpful, but it’s not always possible to find that one perfect person to give you the advice you need. Try a different approach: Create a mentor “board of directors,” a group of people to whom you can turn for input and feedback. Start by asking yourself, “Where am I headed professionally, and what skills do I need to get there?” Write down the people you know and respect who have those skills. Think broadly — they could be peers, senior leaders, or even junior employees. For each person, think through how and when you’ll create time to connect. Could you invite them for a monthly lunch? Call them periodically to check in during your drive home? Arrange to meet up at a conference? For these relationships to endure, they’ll need to be reciprocal, so think about the skills and qualities you bring to the table, too.

Adapted from “Your Career Needs Many Mentors, Not Just One,” by Dorie Clark

Rethink What You Want to Do vs. What You “Should” Do

May 08, 2017

Rethink What You Want to Do vs. What You “Should” Do

Are you doing the things you want to do? Or the things you think you should? Sometimes, other people’s wishes tamp down our true desires for our jobs and careers. But dutifully fulfilling others’ expectations is unlikely to make you happy over the long run. To figure out what you’re truly passionate about, try this experiment:
1. Identify one specific activity to examine, whether it’s something you’re unhappy with or something you want to grow and develop in.
2. Take a quick inventory of your personal values and passions. What drives you? What would you love to do if there was nothing in your way?
3. Compare your passions with the activity you’re examining. Is there any overlap between them? If not, it might be time to make a change — and to redirect where you focus your time and effort.

Adapted from “Free Yourself from What You ‘Should’ Be Doing,” by Andy Molinsky

Help Your Team Be More Strategic by Asking the Right Questions

May 01, 2017 Help Your Team Be More Strategic by Asking the Right Questions Being a strategic leader starts with asking your team the right questions about their work, your company, and the big picture. Here are five questions to pose to team members on a regular basis: What are you doing today? This will bring to light any significant work that you aren’t aware is being done or that’s taking much more time than it should. Why are you doing the work you’re doing? This allows you to gain clarity on what’s important and why it’s important from your team’s perspective. How does what we’re doing today align with the bigger picture? This is a discussion about gaps and outliers. If your team is working on something that doesn’t align with the broader goals of the organization, challenge the value of doing that work. What does success look like for our team? This allows you to hone in on what’s really driving your team’s success, in terms of activities, behaviors, relationships, and strategic outcomes. What else could we do to achieve more, better, faster? This is where you push your team to be innovative. If you’ve done the work to answer the preceding questions, you are well-positioned to be strategic in answering this one. Adapted from “Being a Strategic Leader Is About Asking the Right Questions,” by Lisa Lai

Cool Down Before Addressing a Conflict

May 03, 2017

Cool Down Before Addressing a Conflict

It’s tough to be rational when you’re upset or angry. If you’re having a conflict with a colleague and feel worked up, you’re unlikely to make good decisions about what to say or do. Rather than jumping into the discussion right away, buy yourself some time. Explain to your colleague that you need to think through the issue before coming back to it. (Don’t tell the other person that they need to calm down — that’s likely to upset them further.) If things are really heated, you can simply walk away. Leave the room, go to the bathroom, or take a walk outside to give yourself a chance to cool down. When you feel ready to make a thoughtful choice about how to proceed, you can return to the discussion.

Adapted from the HBR Guide to Dealing with Conflict, by Amy Gallo

Help Your Team Be More Strategic by Asking the Right Question

May 01, 2017

Help Your Team Be More Strategic by Asking the Right Questions

Being a strategic leader starts with asking your team the right questions about their work, your company, and the big picture. Here are five questions to pose to team members on a regular basis:

(1) What are you doing today? 
This will bring to light any significant work that you aren’t aware is being done or that’s taking much more time than it should.
(2) Why are you doing the work you’re doing? 
This allows you to gain clarity on what’s important and why it’s important from your team’s perspective.
(3) How does what we’re doing today align with the bigger picture?
 This is a discussion about gaps and outliers. If your team is working on something that doesn’t align with the broader goals of the organization, challenge the value of doing that work.
(4)What does success look like for our team? 
This allows you to hone in on what’s really driving your team’s success, in terms of activities, behaviors, relationships, and strategic outcomes.
(5)What else could we do to achieve more, better, faster? 
This is where you push your team to be innovative. If you’ve done the work to answer the preceding questions, you are well-positioned to be strategic in answering this one.

Adapted from “Being a Strategic Leader Is About Asking the Right Questions,” by Lisa Lai

Give Criticism That Your Employees Can Act On

April 28, 2017

Give Criticism That Your Employees Can Act On

Constructive criticism can improve performance and enhance trust with your employees, but only if they perceive it as helpful and relevant. All too often, managers either offer feedback in general terms, leaving the receiver to guess what remedy is expected, or try to prescribe a solution that doesn’t feel right to the employee. To build your employees’ confidence and communicate respect for their opinions, ask them to come up with their own solutions, and link the criticism to something that is important to them. For example, consider someone who cares about being respected by peers but is habitually 10 minutes late to weekly staff meetings, blaming their tardiness on their busy schedule. You could simply reprimand them, either nicely (“Please make more of an effort to be on time”) or sharply (“Do we need to get you a new watch?”). But it would be much more effective to link the problem to what they care about (“How do you think coming in late affects your reputation with your colleagues?”) and ask them for a solution (“What could you do to help yourself be on time?”).

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

Win the Trust of Your New Team

April 26, 2017

Win the Trust of Your New Team

When you take over a team, your new employees are inevitably going to evaluate whether you are fit for the job. You can build their faith in your competence by producing results early on. Pick three or four simple, well-defined problems that matter to your team or your boss, and solve them in a way that’s consistent with company culture. Don’t overreach with these quick wins: Only choose a few that you know you can get done. Knock down roadblocks by identifying a few of the obstacles that are holding your team back. Can you get a famously difficult executive to sign off on a resource request? Can you persuade other business unit heads to untangle a tricky project plan? Confront these tough issues, and your team will know you can get things done.

Adapted from The Harvard Business Review Manager's Handbook

Earn Your Manager’s Respect by Being Adaptable

May 05, 2017

Earn Your Manager’s Respect by Being Adaptable

Respect from your boss isn’t a given; you have to earn it. Start by understanding what matters to your manager. Pay close attention to their priorities and the pressures they’re under. Next, figure out the best way to communicate with your boss, adjusting your preferred style if necessary. Does your manager like email, texts, face-to-face conversations? How often do they want to hear from you? Once a week? Once a day? Only when needed? And ask your boss how much detail they want about your work. Do they prefer you to lead with analysis or your judgment? If there is a mismatch between how you and your boss like to work — maybe you check email every hour but their inbox goes unread for days — have a candid conversation about the reasons for your preference. Discuss the situation openly and decide together how to proceed.

Adapted from “How to Earn Your Manager’s Respect,” by Rebecca Knight

What to Say When Someone Makes an Offensive Comment

June 07, 2017

What to Say When Someone Makes an Offensive Comment

When a colleague makes an inappropriate comment, it can be risky to speak up — and risky not to !! 
Not addressing a sexist or racist comment may give the person permission to do it again ! 
(1)  If you decide to say something, be careful not to level accusations. Research shows that harsh statements such as “That’s racist” can backfire, making the person less likely to change their behavior.  
(2) Instead, you might say, “I know it wasn’t your intent, but that made me uncomfortable” or  
(3) “I’m confused by what you said.”
 Don’t think of it as sidestepping the issue; it’s actually a more effective approach. 
(4) You might also ask a question like “What did you mean by that comment?” or 
(5) “What information are you basing that on?” 
(6) Alternatively, you could request that they REPEAT  the comment !  This will prompt them to think through what they meant by the remark, as well as its effect on others, and give them a chance to take it back.

Adapted from “How to Respond to an Offensive Comment at Work,” by Amy Gallo

Make Time for Little Tasks That Have to Get Done

June 12, 2017

Make Time for Little Tasks That Have to Get Done

Everyone has those small but necessary tasks — clearing out the overflowing inbox, making the introductions you promised to, or filing the stack of paperwork. If you can’t delegate or jettison these types of tasks, here are two ways to take care of them efficiently:

(1) Batch your less important tasks. 
Do them all at once, creating a sense of momentum. You can park yourself at a local café and vow not to go home until you get through them. Or, meet up with some colleagues to work through your lists of boring tasks together.

(2)Employ a “small drip strategy.”
 Identify small blocks of time in your schedule, like 15-minute windows between phone calls, and use them to do low-value tasks. You can find these scheduling holes serendipitously, or deliberately schedule in a half hour of grunt work every day, perhaps at the end of the workday, when you have less energy for important tasks.

Adapted from “3 Ways to Make Time for the Little Tasks You Never Make Time For,” by Dorie Clark

Ask Outside Experts to Mentor Your Team

April 25, 2017

Ask Outside Experts to Mentor Your Team

Many companies rely on outside talent — consultants, freelancers, technical experts — to do strategic work. These temporary workers can do more than contribute to individual projects; they can also help mentor your full-time staff. Invite them to brainstorming meetings, so that younger employees can learn from their ideas. Involve them in after-action reviews, so they can offer their perspective on how your team can improve on future projects. And invite them to share their knowledge of innovations in their field during brown bag lunches. Outside experts are likely to have networks that don’t overlap with yours, so you can also look to them to make connections between your staff and new, interesting people. 

Adapted from “Bring in Outside Experts to Mentor Your Team,” by Jon Younger

New Managers: Take a Listening Tour to Understand Your Company’s Strategy

June 01, 2017

New Managers: Take a Listening Tour to Understand Your Company’s Strategy

When you manage a team, your strategies and goals must align with the priorities of those above you. If you don’t fully understand how your group’s work fits into the bigger picture, consider going on a “listening tour” — a series of conversations with people who can clarify the company’s strategic objectives. Of course, start with your boss, but also talk with other leaders in the organization, including peers and people lower in the hierarchy. Ask yourself: Who’s been at the company for a long time? Who’s worked closely with the current leadership? Who recently transferred from a company that went through a similar change process? When you reach out, demonstrate that you have a basic grasp of the strategy and ask for their input. For example, you might say: “I hear you saying that innovation is a priority for my team. Where would you like to see us focus?”

Adapted from the Harvard Business Review Manager's Handbook

Ask Outside Experts to Mentor Your Team

April 25, 2017

Ask Outside Experts to Mentor Your Team

Many companies rely on outside talent — consultants, freelancers, technical experts — to do strategic work. These temporary workers can do more than contribute to individual projects; they can also help mentor your full-time staff. Invite them to brainstorming meetings, so that younger employees can learn from their ideas. Involve them in after-action reviews, so they can offer their perspective on how your team can improve on future projects. And invite them to share their knowledge of innovations in their field during brown bag lunches. Outside experts are likely to have networks that don’t overlap with yours, so you can also look to them to make connections between your staff and new, interesting people. 

Adapted from “Bring in Outside Experts to Mentor Your Team,” by Jon Younger