Build Your Skills Inside Your Company Before Seeking Outside Opportunities

July 14, 2017

Build Your Skills Inside Your Company Before Seeking Outside Opportunities

When you’re looking to build your skills for your next career opportunity, it’s tempting to seek out positions at other companies. But it’s often easiest to deepen your expertise within your current organization. After all, you’ve invested time and effort there to build your reputation, earn trust, and establish credibility. You’re also familiar with the culture and probably have more access to opportunities in-house than in the broader industry. So start close to home and seek out special projects or stretch assignments. Ask your manager about options available to you, including any temporary assignments such as taking on new tasks during a colleague’s maternity leave or sabbatical. Look into formal training programs as well, such as technical apprenticeships or outside degree programs that your company will pay for.

Adapted from The Harvard Business Review Manager's Handbook

To Balance Work and Family, Make Small Changes to Your Schedule

July 13, 2017

To Balance Work and Family, Make Small Changes to Your Schedule

When working parents struggle to balance work and home, they often feel the need to make drastic changes to get the flexibility they want. But finding a new job or going part-time isn’t always necessary (and won’t always solve the problem). Instead, try to make small tweaks to your schedule or working arrangements. For example, you might leave the office early once every other week, duck out for the occasional soccer game, or go straight home from any flight that lands after 2 PM. These measures sound small but can provide you with enough freedom to stick with your current job. Plus, they won’t be significant enough to hurt your performance — and your boss might not even notice them. This kind of self-directed, informal flexibility can sometimes work better than a concrete arrangement.

Adapted from “Balancing Parenting and Work Stress: A Guide,” by Daisy Wademan Dowling

Don’t Skirt Important Issues During Your Next Meeting

July 20, 2017

Don’t Skirt Important Issues During Your Next Meeting

Too many meetings drag on without participants discussing the real problems that need to be addressed. People talk around the important issues during the meeting and actually address them before or after it — which renders the meeting a waste of time and makes you, the meeting organizer, look bad. Combat this risk by explicitly asking that issues be discussed in the meeting, not outside of it. Be specific about the meeting’s topic, letting everyone know ahead of time what you expect their contributions to be. State the meeting’s purpose in the agenda, and reiterate it when the meeting begins, explaining that all problems should be raised in the room. While some people may resist your directness, calling out difficult issues at the start of a meeting will increase the likelihood of candid discussions rather than hallway gossip.

Adapted from “The Right Way to Start a Meeting,” by Liane Davey

For Your Next Networking Meeting, Don’t Default to “Let’s Meet for Coffee”

July 11, 2017

For Your Next Networking Meeting, Don’t Default to “Let’s Meet for Coffee”

“Meeting for coffee” has become our professional default when it comes to networking, but it doesn’t have to be that way. Next time you’re setting up time to get to know someone, whether you were introduced or met briefly at an event, consider one of these options instead: doing a 30-minute phone call, a 60-minute phone call, a small group gathering (like a lunch or dinner), a large group event (like a cocktail reception), or a meal with just the two of you. The best option will depend on how much time and energy you want to put into the relationship. If you’re doing a favor for a friend, spending several hours dining one-on-one with your contact is going above and beyond — a phone call would likely suffice. Alternatively, if you think the person could become a personal friend, you may want to invite them to a more relaxed event, where you can get to know them better.

Adapted from “When You Agree to a Networking Meeting But Don’t Know What You’re Going to Talk About,” by Dorie Clark

Don’t Let Pressure Turn into Stress

July 10, 2017

Don’t Let Pressure Turn into Stress

Pressure and stress are not the same thing. But the former is converted into the latter when you add one ingredient: rumination, the tendency to keep thinking about past or future events in a negative way. When you start ruminating (you’ll notice that your attention gets caught in an unproductive loop, like a hamster on a wheel), redirect yourself toward areas in which you can take useful action. Try this exercise: Draw a circle on a page. Write down all of the things you can control or influence inside the circle and all of the things you cannot outside it. Remind yourself that you can care about externalities (your work, your team, your family) without worrying about them. You can also put things in perspective by comparing a past stress with a current one — i.e., a major illness versus a missed sale — or by asking yourself “How much will this matter in three years’ time?” or “What’s the worst that could happen?”

Adapted from “Pressure Doesn’t Have to Turn into Stress,” by Nicholas Petrie

Start Practicing Self-Reflection in a Few Simple Steps

July 12, 2017

Start Practicing Self-Reflection in a Few Simple Steps

Research has shown that reflection boosts productivity. Yet few of us make time to reflect. Why? For one, figuring out where to begin can be difficult. Start by identifying a few important questions that you want to address. Here are some possibilities: “What am I avoiding?” “How am I helping my colleagues achieve their goals?” “How am I not helping, or even hindering, their progress?” Then choose a reflection process that works for you. You can sit, walk, bike, or stand (alone or with a partner) while writing, talking, or thinking. Next — and this is important — schedule time on your calendar to do it. Start small. If an hour of reflection seems like too much, try 10 minutes. Just be still. Think. Consider multiple perspectives. Look at the opposite side of what you believe. You don’t have to like or agree with where your thoughts take you — just examine your thinking.

Adapted from “Why You Should Make Time for Self-Reflection (Even If You Hate Doing It),” by Jennifer Porter

Bosses Shouldn’t Play Favorites

July 07, 2017

Bosses Shouldn’t Play Favorites

It’s natural to like some colleagues more than others. But when you’re the boss, treating direct reports differently — and especially playing favorites — is unwise and unfair. 
To make sure you don’t give anyone special treatment, divvy up choice assignments in a fair and equitable way. Keep a record of whom you brought to the last high-level presentation and who took the lead on the last big project. Simple things, like rotating who leads the weekly team meeting, can help project fairness. Be as inclusive as possible. As you’re picking a team to work on a new project, ask yourself, “Can I add one more position, even in a minor role?”

Adapted from “How Managers Can Avoid Playing Favorites,” by Rebecca Knight

Go Out of Your Way to Establish Trust on Your Virtual Team

July 06, 2017

Go Out of Your Way to Establish Trust on Your Virtual Team

You can gauge the health of a virtual team by measuring the average lag time between when team members identify a problem and when they discuss it. If you and your colleagues don’t trust one another, issues will go unaddressed for much longer than they should. That’s why it is critical for members of a virtual team to establish trust and a sense of safety up front. Trusting people is hard when you don’t work with them face-to-face, but even the smallest of gestures can help: Be generous with information. If someone is struggling with a project or task, be the first to offer help. And when someone on the team has even a minor success, send a congratulatory email. A little kindness goes a long way in encouraging others to give you the benefit of the doubt when stresses inevitably arise.

Adapted from “How to Raise Sensitive Issues During a Virtual Meeting,” by Joseph Grenny

To Avoid Confirmation Bias in Your Decisions, Consider the Alternatives

July 05, 2017

To Avoid Confirmation Bias in Your Decisions, Consider the Alternatives

As a leader, it’s a rare luxury to have all of the relevant data before making a decision. More often you make a call with incomplete information, which leaves you open to confirmation bias — meaning you pay attention to data that supports the decision you’ve made and dismiss data that does not. To avoid this trap, take some time before executing your decision and ask yourself what would’ve happened if you’d made the opposite choice. Gather the data you would need to defend this opposite view, and compare it with the data used to support your original decision. Reevaluate your decision in light of the bigger data set. Your perspective may still be incomplete, but it will be much more balanced.

Adapted from “Root Out Bias from Your Decision-Making Process,” by Thomas C. Redman

Leaders, Are You Really Open to Hearing Feedback?

July 03, 2017

Leaders, Are You Really Open to Hearing Feedback?

If you’re in an influential position, you’ve probably told employees something to the effect of “My door is always open.” It’s likely that you genuinely meant the declaration. You might feel that you are a pretty approachable leader, and that others feel comfortable coming to you with their issues and ideas. That may be true — but it may not be. Leaders often have an inflated idea of how easy it is for others to speak honestly to them. If you want people to give it to you straight, start by asking yourself several questions: Are you honestly interested in others’ opinions? Have you considered how risky it feels for others to speak up to you? What specifically do you need to do and say to enable others to speak up? Once you have a better sense of what’s standing in people’s way, whether it’s your behavior or not, you can take steps to remove those obstacles. You might reduce status differences by dressing more casually; introducing a “red card” at executive committee meetings to ensure someone has the ability to challenge you; or holding your extroversion in check so that others get a moment to speak.

Adapted from “The Problem with Saying ‘My Door Is Always Open,’” by Megan Reitz and John Higgins

Freelancers, Take Control of Your Meeting Schedule

June 30, 2017

Freelancers, Take Control of Your Meeting Schedule

One of the biggest advantages of being self-employed is having the flexibility to dictate your schedule. But many freelancers find themselves frittering away their days, unsure of how to leverage their autonomy. One way to be more efficient is to cluster all your client meetings on the same days. Those days will be long and intense, but they’ll allow you unfettered productive work on the other days. This is especially important if you have to travel for your meetings: If you can tackle multiple meetings downtown on one day, you’ve saved yourself hours of painful commuting. And before you even agree to that in-person meeting, make sure it’s a good use of your time. Ask questions about the agenda, and only attend if an important issue needs to be discussed and decided. Otherwise, gently suggest that you’re available by phone or email.

Adapted from “Scheduling Meetings Effectively When You’re Self-Employed,” by Dorie Clark

Help Your Team Face Uncertainty by Acknowledging It

June 28, 2017

Help Your Team Face Uncertainty by Acknowledging It

Uncertainty, whether it’s due to a reorganization at your company or political turmoil, is uncomfortable for everyone. If you sense that your employees are concerned about the future, don’t carry on with business as usual — directly acknowledge the issue. Even if your intention is to keep people focused, bottling your emotions and expecting employees to do the same can be dangerous. People may start to feel uncomfortable voicing their feelings or concerns. Some of your team members may look around and wonder how their colleagues are keeping it together while they’re losing sleep. Acknowledge that things seem chaotic and unpredictable at the moment. At the same time, avoid getting stuck in a negative spiral. Openly admit that you understand how people are feeling, but then talk about how everyone can stay productive together.

Adapted from “How to Keep Your Team Focused and Productive During Uncertain Times,” by Amy Gallo

Be More Loyal to Your Mentee Than You Are to the Company

June 26, 2017

Be More Loyal to Your Mentee Than You Are to the Company

All too often, mentoring can become just another task on your to-do list. But mentoring requires developing a genuine rapport. Studies show that even the best-designed mentoring programs are no substitute for an authentic, collegial relationship between mentor and mentee. You need a baseline chemistry with your mentee, and you must have their best interests at heart — even if those interests aren’t the same as the company’s. Of course, it would be great if your mentee wanted to sustain a long career at your organization, but it’s more important to help them discover their strengths and passions and the best place to apply both. When counseling your mentee on career decisions, encourage them to find their calling whether it’s at your company or somewhere else. In fact, this is the best way to inspire commitment.

Adapted from “What the Best Mentors Do,” by Anthony K. Tjan

Before Having a Difficult Conversation, Identify Your Primary Goal

June 22, 2017

Before Having a Difficult Conversation, Identify Your Primary Goal

When you’re ready to address a tricky situation with a colleague, you may be tempted to dive right into the conversation. But before you do, make sure you know what you hope to achieve. What is your goal? Do you want to complete the project more quickly? Deliver the best results? Does your relationship with this person matter more than the outcome of the work? You may want to prioritize all of these things, but think about your primary goal and look for overlap with your counterpart’s objective. If you two have a shared goal, you’ll be better positioned to work through your conflict together. Also ask yourself: Does what I want make sense? Is it realistic? If not, set your sights a little lower. Focus on a small, manageable goal, such as agreeing on which of you will own the redesign project, or creating a six-week plan for how your team will collaborate.

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

Boost Your Productivity by Going on a News Diet

June 21, 2017

Boost Your Productivity by Going on a News Diet

When you need to get something done in a hurry, it can seem daunting to find the time. Where will you possibly find those extra hours? One way to give yourself additional time is to go on a news diet. Don’t just tune out the news — cut yourself off completely. Turn off any news feeds on your computer. Block news websites and stop notifications on your laptop and phone. And delete your Facebook, Twitter, and LinkedIn apps. Even try to avoid walking by newsstands on your way to work. It’s amazing how many hours consuming news media can take up: If you spend two hours a day thinking about or looking at the news, this hiatus will give you back 14 hours per week to maximize your available time and sharpen your focus. Of course, the news diet should be temporary. We all need to stay informed about what’s going on, so only opt out of the news cycle for short periods of time while you’re trying to get something done.

Adapted from “3 Ways to Get More Done Right Now,” by Kabir Sehgal

Create a “Yes List” to Break Your Bad Habits

June 19, 2017

Create a “Yes List” to Break Your Bad Habits

Does this sound familiar? You know you have a bad habit (maybe it’s interrupting others, or micromanaging), so you set out to change your ways. At first, you’re full of energy and enthusiasm, but as time goes on you slip back into your old behavior. If you really want to break your habit, try creating a “Yes List” to track and review your progress. Translate your goals into small, measurable tasks. For example, if you want to listen better, your task might be to attend one meeting a day without your computer and phone. Write your tasks on a checklist with a space to mark a daily Y for yes (if you met your goal) or N for no (if you didn’t). Pin your list somewhere visible and fill it out at the end of the day for the next few weeks. After tracking your habits, assess whether there are patterns in all those Y’s and N’s that need adjusting.

Adapted from “Break Bad Habits with a Simple Checklist,” by Sabina Nawaz

Develop Resiliency by Focusing on Three Traits

June 16, 2017

Develop Resiliency by Focusing on Three Traits

Some people thrive in the face of setbacks, while others seem unable to recover. For example, how would you respond to being laid off or not getting a promotion? Would regaining your confidence be fairly easy, or very difficult? Cultivating three traits can help you become the type of person who rebounds from these types of setbacks:

Seeing reality clearly. Resilient people have down-to-earth views on the situations they face. They aren’t overly optimistic, and they don’t deny reality. Instead, they stare down even harrowing situations, viewing them as a way to train themselves in how to survive hardships.
Finding meaning in what happens. People who bounce back devise constructs about their suffering to create some sort of meaning for themselves and others.
Making do. Overcoming obstacles means having to improvise a solution to a problem when you don’t have what you want. Resilient people make the most of what they do have.
Adapted from the HBR Emotional Intelligence series

How to Stop That Colleague Who Always Interrupts You

June 15, 2017

How to Stop That Colleague Who Always Interrupts You

One of your colleagues interrupts you in the middle of a presentation. You pause, address the question, and continue with your point — until they interrupt again. All of us have known colleagues who seem unable to let us finish a sentence. What can you do to stop the rude behavior? Try preempting them. Before you start talking, preview what you plan to say and stipulate when it’s OK to break in. You might say, “There are a lot of different pieces to this explanation, so please bear with me. I want to tell you the entire story, and then I want to get your thoughts on specific details.” This type of preview may stop the interrupter before they start. If the interruptions continue, speak to the person in private. Give the interrupter the benefit of the doubt; they may not realize how their behavior seems to you. Explain what you’ve observed and for how long, and explain how it affects you (and others, if appropriate). This kind of straight talk, when framed constructively, is an effective way to get results.

Adapted from “How to Handle Interrupting Colleagues,” by Francesca Gino

Rely on Others to Improve Yourself

June 14, 2017

Rely on Others to Improve Yourself

There’s a common misconception that individual development needs to happen…individually. Nothing could be further from the truth. Despite our common cultural notion of “self” improvement, the most successful efforts to self-improve have other people at their core. If you’re looking to gain a new skill or break a bad habit, seek out people (both inside and outside your organization) who are looking to do the same, and meet regularly. You can also join online learning communities, discussion groups, or courses. By exchanging empathy, success stories, and “Watch out for…” insights, you can build the confidence and commitment to push through setbacks and accelerate the adoption of new behaviors. You can also help each other out of ruts. Most important, you create a sense of ownership over one another’s success that results in momentum for change.

Adapted from “Why Self-Improvement Should Be a Group Activity,” by Ron Carucci

When You’re Arguing with a Coworker, Listen More Than You Talk

June 13, 2017

When You’re Arguing with a Coworker, Listen More Than You Talk

We’ve all had one of those communication meltdowns where you and your coworker raise your voices or shut down instead of listening to each other. But you won’t be able to find common ground unless you hear the other person out. The next time you and a coworker get into an argument, try listening more than you talk. As you listen, notice: Are you already thinking about your rebuttal? Are you responding with a “yes” followed by an immediate “but”? Or have you already interrupted? Be open to their perspective — and to the chance that you might be wrong. If you’re not listening because you’re worried about not having the perfect reply, you can always say, “I haven’t thought about it that way before. Can you give me a day or so to think it over?” Very few people will complain about someone listening to what they’ve said and taking a little time to thoughtfully analyze and respond to it.

Adapted from “In a Difficult Conversation, Listen More Than You Talk,” by Emma Seppala and Jennifer Stevenson

Where You Sit Can Make You More Productive

June 09, 2017

Where You Sit Can Make You More Productive

To increase worker performance, employers invest in a number of things, from rewards and incentives to education and training. But there is a surprisingly simple way to increase productivity, one that is low-cost and has immediate effect: better office seating arrangements. Recent research suggests that whom you sit next to affects how you perform and can improve productivity and work quality. So if you tend to focus on quality (you produce superior work but do so slowly), try to sit next to someone who completes tasks quickly. The two of you will probably influence each other: You’ll try to match the speed of your coworker, and they’ll attempt to improve their work’s quality.

Adapted from “Want to Be More Productive? Sit Next to Someone Who Is,” by Jason Corsello and Dylan Minor

Help Perfectionists Be Less Hard on Themselves

June 08, 2017

Help Perfectionists Be Less Hard on Themselves

Perfectionists don’t like to reveal their weaknesses, which makes them especially difficult to coach. What’s a mentor to do? Try to focus your coaching on affirmation, validation, encouragement, and support. Express value for the person, not their performance. And when the person falls short or believes they’ve failed, help them cultivate a sense of curiosity, inquiry, and risk taking about what went wrong, and offer approaches for moving forward. Give them permission to make mistakes by disclosing your own missteps. Show them how you learned and grew professionally from each one. And demonstrate that it’s OK not to know all the answers. It can be helpful to say, “I don’t know that, but let’s find out together.”

Adapted from “How to Mentor a Perfectionist,” by W. Brad Johnson and David G. Smith

Put a Meeting-Free Day on Your Weekly Calendar

June 27, 2017

Put a Meeting-Free Day on Your Weekly Calendar

Some days feel like such a scramble to keep up that it’s nearly impossible to focus on strategic projects. To clear some mental space and make progress on your larger goals, give yourself one meeting-free day each week. Block it off on your calendar and commit to leaving the whole day open for work. Use the time for tasks that require focus and high-level thinking, such as writing, strategic planning, or analysis. Pick two to three discrete deliverables you’ll accomplish and record them in your calendar. Commit to moving these items — and only these items — forward. It might feel awkward at first to ignore or delay emails and daily tasks so you can focus on your planned project. But once you get in the groove and realize how great it feels to get so much done, it will get easier.

Adapted from “How to Establish a Meeting-Free Day Each Week,” by Elizabeth Grace Saunders

Write Emails That Make You Look Professional

June 02, 2017

Write Emails That Make You Look Professional

Have you ever thought about the brand you’re conveying in the emails you write? You should. Every email you send affects your professional reputation. To give the right impression, make sure your emails do a few things:

Go only to the essential audience. Remember, every message you send takes up space in the recipients’ inboxes. So use Reply All and Cc sparingly.
Get to the point. While context is critical, remember that what your reader actually needs to know is a subset of everything you could tell them. Given that the adult attention span is a mere eight seconds, make every moment count.
Are clear. But don’t take this too far, shooting off one-liners that are terse and cause confusion. Be concise — but not at the risk of leaving out critical information or context.
Adapted from “How to Make Sure Your Emails Give the Right Impression,” by Shani Harmon

Write Emails That Make You Look Professional

June 02, 2017

Write Emails That Make You Look Professional

Have you ever thought about the brand you’re conveying in the emails you write? You should. Every email you send affects your professional reputation. To give the right impression, make sure your emails do a few things:

Go only to the essential audience. Remember, every message you send takes up space in the recipients’ inboxes. So use Reply All and Cc sparingly.
Get to the point. While context is critical, remember that what your reader actually needs to know is a subset of everything you could tell them. Given that the adult attention span is a mere eight seconds, make every moment count.
Are clear. But don’t take this too far, shooting off one-liners that are terse and cause confusion. Be concise — but not at the risk of leaving out critical information or context.
Adapted from “How to Make Sure Your Emails Give the Right Impression,” by Shani Harmon

Balance Your Emotional Intelligence Skills

May 31, 2017

Balance Your Emotional Intelligence Skills

Having emotional intelligence, often referred to as EI, is an important part of being a stronger, more effective leader. But too many people assume that it’s all about being sweet and chipper. Sure, some EI competencies are related to sociability, sensitivity, and likability, but others are connected to leadership skills like achievement, influence, and conflict management. The key is to have a balance. 

If you’re strong in some of the softer, emotional skills, then focus on honing skills like giving unpleasant feedback. For example, rather than using your EI to smooth over interactions with a coworker who is overbearing and abrasive, work on bringing up the issue to your colleague directly, drawing on conflict management to give direct feedback and on emotional self-control to keep your reactivity at bay.

Adapted from “Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?” by Daniel Goleman and Richard E. Boyatzis

Stop Comparing Your Company to Your Favorite Sports Team

May 29, 2017

Stop Comparing Your Company to Your Favorite Sports Team

Too many leaders use sports analogies to try to motivate their employees. The fact is, sports are a terrible metaphor for business. Why? First, what makes football or basketball so exhilarating is that each game and each season has only one winner. In business virtually every industry has room for plenty of winners. The most successful companies, those that win big and create the most economic value, worry less about crushing the competition than about delighting and amazing their customers. Second, teamwork in most sports happens among players whose careers are short and whose loyalties last for the duration of their contracts. Companies should be focused on the long term — on attracting, growing, and retaining the best people in their fields and on creating an environment where great people do their best work year after year.

Adapted from “Why Sports Are a Terrible Metaphor for Business,” by Bill Taylor

Yes, You Really Can Do That Thing You’re Scared Of

May 26, 2017

Yes, You Really Can Do That Thing You’re Scared Of

It’s normal to feel weak or powerless when you’re in a new situation. But most people are far more flexible and adaptable than they give themselves credit for. To prepare yourself to do something that scares you, think back to things you’ve already done that took guts — maybe it was switching jobs, or moving to a new city. For example, if you’re nervous about going to a networking event, think about all the people you already interact with. Do you speak to your boss the same way you do your colleagues? Do your interactions with your in-laws take the same form as those with your friends from university? Probably not. That means you can adapt to new situations and talk to a variety of people. Focusing on the skills and strengths you already have can give you the courage to do new things.

Adapted from “You’re More Resilient Than You Give Yourself Credit For,” by Andy Molinsky

Conflict ; what's your default response ? Fight, Flight or Freeze ?

May 25, 2017

Do You Seek Conflict, or Avoid It?

When it comes to conflict, there are two types of people: those who avoid it and those who seek it out. Avoiders tend to shy away or even hide from disagreements. They prize harmony and relationships with their coworkers. Seekers are eager to engage in conflict when it arises (or even find ways to create it). They tend to care most about directness and honesty. Neither style is better, and your default depends on a lot of things: your past experiences with conflict, the conventions of the culture you’re from or work in, organizational context, and even gender norms. Knowing which style you gravitate toward will help you make a conscious choice about how to address a disagreement. If you’re an avoider, for example, your instinct may be to ignore the situation. But knowing that it’s your natural tendency can help you overcome your resistance to addressing the issue.

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

Leaders Don’t Have to Be Isolated

May 24, 2017

Leaders Don’t Have to Be Isolated

If you’re a senior executive, there’s a good chance you’re out of touch. Having a layer of handlers who decide what you should or shouldn’t see may save you time, but it also keeps you isolated and disconnected. This is a serious problem !! 

 If you don’t have firsthand information about your employees and customers, you’re unlikely to make the best decisions. So get out of your bubble. 

Do a stint on the front line — answering customer service calls or handling a key client — so you get direct exposure to lower-level employees and the people who buy your products.
 Consider instituting skip-level meetings, where you can talk with lower-level teams (without their bosses present) about business conditions, customer reactions, and how to implement strategies.
 In all settings, encourage people to challenge your thinking instead of just saying what you want to hear.

Adapted from “How to Overcome Executive Isolation,” by Ron Ashkenas

If You Can’t Help a Colleague, Explain Why

May 23, 2017

If You Can’t Help a Colleague, Explain Why

Turning down a request from a colleague or a boss can be difficult, especially if you’re worried about offending or upsetting the person. But saying no doesn’t have to seem like a personal affront. Have empathy for the situation your coworker is in — now they may have to make the time to do the task, or find someone else to take it on. The “no” will be much easier for your colleague to accept (and harder to object to) if you provide a clear but short explanation for why you can’t do what you’ve been asked to. You might already have too much on your plate, or feel that you can’t do the task well. Whatever the reason, be honest, polite, and straightforward.

Adapted from “HBR’s Best on Saying No to More Work,” by Amy Gallo

Use Empathy to Improve Your Next Meeting

May 22, 2017

Use Empathy to Improve Your Next Meeting

Improving meetings isn’t just about inviting the right people and being prepared. You also need to employ empathy, an emotional intelligence competency that can help you better manage discussions. 
Empathy allows you to read people: 
Who is supporting whom? 
Who is coasting?
 Where is the resistance? 

Carefully reading people will also help you understand the conflicts in the group so that you can manage the power dynamics. You may think these sorts of politics are unimportant, but power matters — and it plays out in meetings. 

Learning to read how the flow of power is moving and shifting can help you lead the group. It’s your job to make sure people leave your meeting feeling good about what happened, their contributions, and you as the leader.

Adapted from the HBR Emotional Intelligence Series

Ask Yourself Two Questions to Help Prioritize Your Work

May 19, 2017

Ask Yourself Two Questions to Help Prioritize Your Work

If you work for a hands-off manager who doesn’t give you a ton of guidance, it falls on you to set priorities for your work. You can focus on the right things by asking yourself two questions: 

“What is my highest contribution?” Consider the organization’s needs and your unique strengths, experience, and capabilities. But don’t only focus on what you’re good at. Also ask yourself: “What am I passionate about?” Think about the projects and tasks you find most inspiring and where you’re able to make the most impact. Focusing your efforts there will motivate you to put in extra effort. The goal is to prioritize those activities and initiatives that show up on both your high-contribution and high-passion lists, while delegating or saying no to the daily churn of low-value and low-energy-producing activities, emails, and meetings.

Adapted from “How to Prioritize Your Work When Your Manager Doesn’t,” by Amy Jen Su

Find Meaning in Even Your Most Mundane Tasks

June 29, 2017

Find Meaning in Even Your Most Mundane Tasks

We all want to feel that what we do every day matters. But when you’re wading through tedious meetings and endless to-do lists — perhaps with less-than-inspirational managers breathing down your neck — it’s hard to feel a sense of purpose about your work. Fortunately, many studies have shown that even a brief moment of reflection can help boost your performance and resilience. Ask yourself questions that help you see the big picture, such as, “Who is going to benefit from what I’m doing?” Remembering, for example, that your daunting presentation will allow you to champion the ideas of a new colleague may help you stay focused and engaged throughout. Or you might ask yourself: “If I get this task done well, what bigger aspiration or value of mine will it support?” Perhaps the never-ending spreadsheet you’re building will help the board make better financial decisions. Finding a meaningful goal can help you power through a seemingly meaningless task with a sense of purpose.

Adapted from “Find Purpose in Even Your Most Mundane Tasks at Work,” by Valerie Keller and Caroline Webb