How to Attract the Best College Talent

May 27, 2014

How to Attract the Best College Talent

Many companies have on-campus recruiting plans, where they focus their sourcing and branding efforts, but being present on campus isn't enough. To build a brand among college grads, you need to get your story out there. Use language that Millennials relate to, and go where the students are (which is often not at college fairs) – go online. Invest in a visually appealing, easily accessible, content-rich site where students can go to learn about your company. Showcase the right alums, intern experiences, and the basic message you want to deliver. A good "brand page" should tell the story of your mission, your culture, and why someone should join your team. You can also engage through social media. Look at grads’ specific interests, who they follow, what they're talking about, etc. Most online communities don't like being marketed to, so be authentic, bring users value, and be cautious of blatant self-promotion. 

Adapted from “ How Companies Can Attract the Best College Talent” by Sanjeev Agrawal.

Research : Taking notes by hand Vs Laptop typing .

Research : Taking notes by hand Vs Laptop typing .  


May 27, 2014

You’ll Absorb More if You Take Notes in Longhand

College students who take notes on laptop computers are more likely to record lecturers’ words verbatim and are thus less likely to mentally absorb what’s being said, according to a series of experiments by Pam A. Mueller of Princeton and Daniel M. Oppenheimer of UCLA. In one study, laptop-using students recorded 65% more of lectures verbatim than did those who used longhand; a half-hour later, the laptop users performed significantly worse on conceptual questions such as “How do Japan and Sweden differ in their approaches to equality within their societies?” Longhand note takers learn by reframing lecturers’ ideas in their own words, the researchers say.

SOURCE: The Pen Is Mightier Than the Keyboard: Advantages of Longhand Over Laptop Note Taking

Is the Possibility Bias Keeping Us from Having Crazy Fun?

May 30, 2014

Is the Possibility Bias Keeping Us from Having Crazy Fun?

Amateur auto racers aren’t reckless; in fact, they’re more rational about choices than the average population, according to a study by Mary Riddel of the University of Nevada, Las Vegas, and Sonja Kolstoe of the University of Oregon. Survey results show that racers’ behavior arises not from a devil-may-care attitude but from a relative insensitivity to what’s known as the “possibility” bias, an exaggerated fear of possible but low-probability negative events and an exaggerated expectation of low-probability positive events. The possibility bias, which afflicts the majority of people, leads to poor financial decisions, such as overinsuring against highly unlikely losses and overinvesting in highly unlikely payoffs.

SOURCE: Heterogeneity in life-duration preferences: Are risky recreationists really more risk loving?

Raise Prices (and Tame Backlash) with the Right Messaging

June 02, 2014

Raise Prices (and Tame Backlash) with the Right Messaging

Raising prices is a sensitive issue – no one enjoys paying more. But with the economy in an upswing, many companies are contemplating it, making managers rightfully anxious. However, the right messaging tactics can help tame a potential backlash. Just take a page from Amazon, which hiked up the price of Prime a couple months ago. 
(1) Float a scarier number. 
Amazon initially hinted it was contemplating a $20 to $40 increase. When it announced "only" a $20 boost, customers sighed with relief.
(2) Appeal to fairness. 
Amazon clearly noted it that it had not raised Prime's price since its inception nine years ago. That's a long time. And it seems fair enough.
(3)Hint that there's more to come. 
There has been a lot of talk about Amazon adding streaming radio to its Prime package. Additional features can make customers more receptive to a deal.


Adapted from “ The Art of Raising Prices: Lessons from Amazon Prime” by Rafi Mohammed.

Young People Earn More at Young Companies

June 05, 2014
Biz Stats 

Research Finding : 
Young People Earn More at Young Companies
Observations : 
Workers aged 25–34 earn 3.1% more at firms that are five years old or younger than at well-established firms . 
Possible Reason : 
One reason may be that youthful workers possess the cutting-edge technical skills that startups are seeking and are willing to pay for it . Demographics at Start ups : 
 25-to-34-year-old employees make up 27% of the workforces of young firms but just 18% of those at well-established firms (companies that have been around for two decades or more).

SOURCE: Who works for startups? The relation between firm age, employee age, and growth. 

Research conducted by :  Paige Ouimet of the University of North Carolina and Rebecca Zarutskie of the Federal Reserve Board. 

Imagining the Path to Success Can Help Make It a Reality

May 14, 2014

Imagining the Path to Success Can Help Make It a Reality

If you’re procrastinating, stuck, or struggling to meet a goal, try this (seemingly simple) technique: Write your goal down, then devise different possible ways of achieving it, and finally, close your eyes and imagine yourself carrying out each one. Evidence shows that imagining a movement will stimulate the movement areas in the brain; so by envisioning the steps you must take to reach a certain objective, you “jump start” the brain into action. And focusing on creating clear mental images can also help reduce anxiety and improve confidence. This may seem more challenging if you don’t know the distinct steps needed to reach your goal – but imagery hones your attention and actually activates particular brain regions that make you capable of unconsciously mapping a path to success. So not knowing “how” is OK. Just focus on your goal and imagine the different paths toward reaching it. 

Adapted from “ To Reach Your Goals, Make a Mental Movie” by Srini Pillay.

How to write a company's vison statement & mission statement - writing tips

How to write a company's mission statement and vision statement 


June 04, 2014

Big Company Goals Need to Be Concrete and Specific

Most companies have a mission or vision statement, but these are typically abstract statements that paint a pleasant picture of a possible future ! 

You need an aspiration that gives everyone in your company a clearly defined way to win, so it needs to explain two things: How you will win with customers, and against the competition. 
Craft an aspiration that is concrete and specific.
 Spell out what you mean when you say “best” or “world leader.” Your aspiration shouldn’t be so broad that it could apply to any company in your industry – personalize it to inspire and motivate your employees. 
It should be about winning in a specific way (e.g. highest customer satisfaction in your industry), rather than in general (e.g. be the best brand). Set a high bar. 
Without an ambitious aspiration, you’ll never win, and someone else will. 

Adapted from the Playing to Win Strategy Toolkit.

3 Fears Good Delegators Get Over

June 05, 2014

3 Fears Good Delegators Get Over

Despite the benefits (and the necessity) of delegating, managers often feel uneasy about it. But as you hone your skills, you’ll see your fears dissipate and your staff gain confidence and grow more capable. Overcome these common concerns: 

(1) “It will just be faster to do it myself.” The amount of time spent planning to delegate will be worth it. As employees’ sense of ownership grows, they’ll accept more responsibility and take it off your hands.

(2) “What if I’m left out of the loop?” Moving from specialist to generalist is tough, and it can be hard to give up tasks you excelled at (and which got you promoted). Use your expertise to guide staff members. You’ll still be involved, but in a more overarching way.

(3) “But they won’t do it the right way!” Instead of trying to control how the task is done, communicate your quality standards. And be open to different approaches; an employee might have a different method to get the same job done.


Adapted from Delegating Work (20-Minute Manager Series).

Before Your Next Job Interview, Rehearse in Character

September 15, 2017

Before Your Next Job Interview, Rehearse in Character

“Be yourself” is horrible advice for someone going on a job interview. That’s because you are literally auditioning for a new role. Take the time to craft your “job interview character” by making a list of the qualities a successful candidate should convey. And then rehearse. For example, if you tend to be shy, expand your range of expression (and what you’re comfortable doing) by practicing what might feel like an exaggerated performance, using hand gestures and passion. And try to reframe your perspective. Instead of performing as a person who is trying really hard to get the job, perform as someone who wants to have a great conversation with the interviewer. Ask open-ended questions and be prepared to tell stories.

Adapted from “To Ace Your Job Interview, Get into Character and Rehearse,” by Cathy Salit

Don’t Let Resentment Build for High Performers on Your Team

September 18, 2017

Don’t Let Resentment Build for High Performers on Your Team

Everyone wants star employees on their team. But research shows that high performers can create resentment among peers, especially if they garner more resources than others. As the manager, it’s your job to reduce tension and assuage concerns. Emphasize how having high performers on the team is good for everyone — their expertise, experiences, and connections often translate into better team reputation, goal accomplishment, and overall performance. And consider positioning the stars as mentors. Encourage them to act selflessly toward their peers. When high performers have others’ best interests at heart, they become less likely to hoard credit and dismiss team contributions, reducing their chances of being perceived as a threat.

Adapted from “When One Person’s High Performance Creates Resentment in Your Team,” by Hui Liao et al.

Use Ratings Carefully in Your Performance Reviews

September 14, 2017

Use Ratings Carefully in Your Performance Reviews

More and more organizations are ditching ratings and forced distributions in performance reviews. Of course, if you’re required to rate your direct reports, do as your organization dictates, but don’t let the static number speak for itself ! 

 Some employees may be disappointed with a 3 out of 5 rating, for example, thinking it means they’re merely average. 

So combine your rating with specific comments and feedback that give the employee a clear understanding of why they got their rating and how their performance is (or isn’t) aligning with their goals. 

If there isn’t space on your organization’s evaluation form, add a page to allow yourself room to explain the logic behind the rating, and discuss your rating during the meeting. Your employee will find your comments, observations, and qualitative examples valuable for their growth and development.

Adapted from the HBR Guide to Performance Management

To Get Out of a Creativity Rut, Change Your Habits

September 13, 2017

To Get Out of a Creativity Rut, Change Your Habits

Creativity can fade when you get bored or discouraged at work. To get your creative juices flowing again, change your habits: Make an effort to try something new every month. Meet new people at work. Talk to new clients. Look for intersections — places where your department’s work overlaps with another’s. Volunteer for a cross-functional activity. And seek out obstacles as opportunities for research and analysis. (Why is it there? Whom does it serve? What are its effects? What are other ways of getting the results you’re looking for?) Start by selecting obstacles you can change, and continue on from there. Find ways to share what you know with others — write an article, lead a training session, or mentor a young upstart.

Adapted from “How to Spark Creativity When You’re in a Rut,” by Priscilla Claman

Don’t Rely on Your Boss to Resolve Every Conflic

September 12, 2017

Don’t Rely on Your Boss to Resolve Every Conflict

It’s tempting to escalate conflicts to the boss. Can’t agree on how to prioritize projects or on which deadlines need to shift? Ask the team leader to step in and make the call. But it’s better for everyone — you, your teammates, and your boss — if you can solve issues without always involving the higher-ups. Treat conflict not as an annoyance that leads to anxiety and alienation but as an opportunity for growth. Ask everyone on your team to commit to discussing any differences openly — and then model the right behavior. Calmly share your ideas with the group, even when they clash with a coworker’s, and refuse to point fingers when a disagreement arises.

Adapted from “How Self-Managed Teams Can Resolve Conflict,” by Amit Maimon

Don’t React Right Away When You Get Feedback You Disagree With

September 08, 2017

Don’t React Right Away When You Get Feedback You Disagree With

Maybe it’s your performance review. Or advice (solicited or otherwise) from a colleague. Whatever the feedback was, it was wrong — that person doesn’t understand the situation! They don’t really know what you do. And besides, their advice wouldn’t even work. Getting feedback you disagree with can be maddening, and while you might be tempted to launch into a well-reasoned rebuttal, it’s better not to react right away. Give yourself time to understand what the person is trying to convey. Ask clarifying questions such as “When you say ‘creative,’ can you tell me more about what you mean?” You might also ask a trusted friend (but not someone who only tells you what you want to hear) whether the feedback rings true. Once you fully understand the message and have taken the time to consider it, then you can decide how to respond.

Adapted from “Responding to Feedback You Disagree With,” by Sheila Heen and Debbie Goldstein

Choose the Right Place to Have a Sensitive Discussion

September 07, 2017

Choose the Right Place to Have a Sensitive Discussion

When you’re trying to resolve a conflict with a colleague, the venue will have an effect on whether you both feel able to speak freely, express any emotions, and reach a resolution. Select a location where you’ll both be comfortable. Ideally, you want the conversation to happen face-to-face and in private. Maybe you’ll meet in a neutral conference room or at a nearby coffee shop. Or you might take a walk outside together for a change of scenery. Avoid choosing a place that gives you or your coworker an advantage. Inviting someone into your office puts you in a power position, for example, because it’s your space and you’re the one sitting behind a desk. And when choosing a conference room, think about who’s in the adjacent rooms. Sometimes walls are thinner than you think.

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

Put Limits on How Much You Use Your Phone

September 06, 2017

Put Limits on How Much You Use Your Phone

We carry our phones around everywhere, but always being connected has costs: In one survey 82% of people said smartphones have hurt their ability to converse with others and 89% said their devices have resulted in chronic physical pain. It’s important to set boundaries around technology — and you don’t have to go on an all-out “digital detox” to do it. Try small experiments: Leave your phone behind when you go to lunch or take a walk. Set a time limit for how long you’ll scroll through Instagram or Twitter, especially at bedtime. And when the time’s up, put your phone away — not on your bedside table but a short walk away from your bed or even in the other room. Giving yourself these needed breaks away from screens will help you see that you don’t need your phone with you, regardless of how much it may feel that way.

Adapted from “Device-Free Time Is as Important as Work-Life Balance,” by Charlotte Lieberman

Seek Social Support If You Feel Ostracized at Work

September 05, 2017

Seek Social Support If You Feel Ostracized at Work

Anyone who has been ostracized at work — left out of meetings or important email threads, looked over for a committee position, or ignored when making suggestions — knows how painful it can be. Don’t ruminate alone about the situation; that will only make you feel worse. Reach out to people. Talk to trusted coworkers who know the situation. Perhaps there’s an explanation: For example, maybe you weren’t invited to that meeting simply because you’re low on the totem pole. Consider whether there’s anyone else that is also getting the cold shoulder (does Joan tend to ignore Alejandro in meetings too?). Talk to them and see if your stories match up. You’ll feel validated if they do, and you may realize that the issue lies more with Joan than with you. Lastly, find people who do value your contributions and spend more time with them. Positive social interactions go a long way toward repairing your self-worth and confidence.

Adapted from “What to Do When a Colleague Excludes You,” by Sandra L. Robinson and Kira Schabram

Yes, Leaving Your Job Because of Your Kids Is OK

September 04, 2017

Yes, Leaving Your Job Because of Your Kids Is OK

You’ve decided to leave your job because of your needs as a working parent — you wanted a more flexible schedule or a higher salary or to take some time off. Be prepared to be on the receiving end of some editorial comments about your decision. Some might be clumsy (“Couldn’t take it, huh?”); others might be well-intentioned but disheartening (“Be careful — my law school roommate left after her first was born, and she could never find a job again”). The comments have nothing to do with you, so ignore them. Put on blinders and stay focused on running your own race, with the goals you’ve set for yourself — not the ones others set for you. Your boss may have some negative reactions, too — pushback, derision, irritation, disbelief. Empathize and focus on the positive: “I understand your point of view as a leader of the company, but I’ve made this decision as an individual, and a father.”

Adapted from “When You’re Leaving Your Job Because of Your Kids,” by Daisy Wademan Dowling

Control Your Negative Thoughts About Your Direct Reports

August 31, 2017

Control Your Negative Thoughts About Your Direct Reports

It’s understandable that managers sometimes get frustrated with their direct reports. Maybe someone turned in an assignment late, affecting the timeline for an important project. Or perhaps an employee who has a less-than-stellar track record made a mistake. Even if you’re good about keeping your annoyance to yourself, your negative thoughts are probably increasing your stress levels and damaging your relationship with the employee. To mitigate these feelings, try to imagine that your thoughts are transparent — that each of your colleagues can actually see what you’re thinking. If that were the case, you’d be less likely to think awful things about other people and you’d be more likely to find a way to understand their perspective. It can also help to ask yourself, “Is this a tragedy or just an inconvenience?” It’s probably the latter, and framing it as such can help you keep negative thoughts under control.

Adapted from the HBR Emotional Intelligence Series

Don’t Accept a Job Offer Until You Assess the Organizational Culture

August 29, 2017

Don’t Accept a Job Offer Until You Assess the Organizational Culture

You got the job. Now for the hard part: deciding whether to take it. Start by doing due diligence on the organization and its people to learn whether you would enjoy working there. Ask yourself, “Is this a place where I will be happy? Where I will be challenged? Where I will thrive?” Reaching out to your contacts and LinkedIn network and ask questions such as “What is the organization like?” and “How long do people stay?” Find out what happened to the last person who had the job you’ve been offered. If you can, do a trial run at the company. You can say, “I really want to learn more about this organization. Can I spend a few hours with the team?” You will not be able to negotiate or change the organization’s culture, of course, but it’s helpful to know beforehand what you’re getting into.

Adapted from “How to Evaluate, Accept, Reject, or Negotiate a Job Offer,” by Rebecca Knight

Take Notes in Your Meeting to Be a Better Listener

August 25, 2017

Take Notes in Your Meeting to Be a Better Listener

Nothing derails a meeting faster than people speaking just to be heard, interrupting each other, and failing to integrate each other’s points. Being a good listener can help you be sure you aren’t adding to the chaos. Use a simple note-taking method called “margin notes” to help you separate key points of discussion from your questions and concerns, allowing you to truly listen to what’s being said. In the main body of your notes, write down only what the other person is saying, and then write your ideas and judgments to the side, allowing you to set aside your own voice, and giving you space to listen to others. If you take the time to write down your observations and make connections between key ideas, you can thoughtfully craft your contributions to the discussion and set an example for others to do the same.

Adapted from “Become a Better Listener by Taking Notes,” by Sabina Nawaz

Create a Road Map to Make Your Work Feel More Purposeful

August 24, 2017

Create a Road Map to Make Your Work Feel More Purposeful

It’s too easy to allow entire days to pass by in a blur, without being able to articulate what you’ve actually done. One of the most effective tactics for staying focused and productive is to bring purpose to each moment of your work.

 Start by understanding and articulating how your daily work connects to your personal goals and the goals of the organization. 
Then use that information to create a road map in which you identify which tasks are critical and which can wait.

 Make time estimates for each task, plotting out your work so that you know what you should be focusing on and when. 

Finally, name your distractions — and understand the root cause of them — so that you can catch yourself and return your attention to those tasks on your priority list.
 Knowing what you’re doing and why can give your job a fuller sense of purpose.

Adapted from “Stop Mindlessly Going Through Your Work Day,” by Leah Weiss

Before You Speak Up About Wrongdoing, Consider the Consequences

August 22, 2017

Before You Speak Up About Wrongdoing, Consider the Consequences

It’s tempting to think that when you have more power, it will be easier to call out wrongdoing. But research shows that this feeling never goes away — even powerful people still think twice before speaking out. When you’re considering speaking truth to power, consider whether you have a realistic grasp of the consequences. Balance how much you believe in what you have to say with what might happen if you say it, and decide whether you have the energy and resilience required to do so. You might have an exaggerated fear of the consequences and therefore prefer the short-term security of staying silent. But be realistic about your fears. Consider how those who have previously spoken up have been treated. And don’t forget to reflect on the counterargument: What are the long-term consequences to you and others of staying silent?

Adapted from “5 Questions to Ask Before You Call Out Someone Powerful,” by Megan Reitz and John Higgins

Ask Your Employees More Questions

September 11, 2017

Ask Your Employees More Questions

As you move up in an organization, people increasingly look to you for answers. But the best leaders don’t provide all of the solutions — they inspire curiosity, creativity, and deeper thinking in their employees. 
And that starts with asking the right questions. Encourage your employees to slow down and explain what they’re proposing in more detail by saying something simple and to-the-point, like “Wait, what?”
 You could also use phrases like “I wonder why…” to encourage curiosity. 
And then follow up with “I wonder if things could be done differently.” 

Another question to try: “How can I help?” This question forces your colleague to define the problem, which is the first step toward owning and solving it.

Adapted from “5 Questions Leaders Should Be Asking All the Time,” by James E. Ryan

During Your Next Presentation, Use Your Hands to Project Confidence

August 18, 2017

During Your Next Presentation, Use Your Hands to Project Confidence

When you’re in front of an audience, you want to project confidence. But when you’re nervous, your hands often flit about and fidget. Use one of these positions to keep your hands still. Practice in front of a mirror, then with friends, until it feels natural.

(1) Hold the ball. 
Gesture as if you are holding a basketball between your hands. This movement, a Steve Jobs favorite, displays confidence and control, as if you have the facts at your fingertips.
(2)Palms up. 
Turning your hands up indicates openness and honesty, and it shows that you’re willing to connect with the people you’re speaking to, whether it’s one person or a crowd of thousands.
(3)Pyramid. 
Keep your hands still by clasping them together in a relaxed pyramid. Beware of overusing this position or pairing it with domineering or arrogant facial expressions. The idea is to show that you’re relaxed, not smug.
Adapted from “6 Ways to Look More Confident During a Presentation,” by Kasia Wezowski

Are Your Company’s Norms Leading to Burnout?

August 17, 2017

Are Your Company’s Norms Leading to Burnout?

Executives tend to think of employee burnout as an individual issue rather than a broader organizational challenge. That’s a mistake. Instead of just trying to help individuals handle stress, focus on the unchecked organizational norms that may be causing the stress — things like heavy workloads, an always-on culture, and spending too much time in meetings. Measure how employee time is spent across the organization. Using that data, map the places in your organization where too much time is being used or where certain teams or people are carrying more than their share of work. Encourage managers to make targeted changes like introducing meeting-free days, redesigning workflows, establishing new cultural norms around time, and making clear that everyone’s time is a precious resource. By tackling the conditions that lead to burnout, you can head it off before it happens.

Adapted from “Employee Burnout Is a Problem with the Company, Not the Person,” by Eric Garton

Schedule Regular Check-ins with Your Direct Reports

August 16, 2017

Schedule Regular Check-ins with Your Direct Reports

Even if you think annual performance reviews should be abolished, it’s unlikely that you can overhaul your organization’s approach to appraisals. Fortunately, you’re in control of the way you manage the performance of your team. If your organization requires reviews — whether they are annual, semiannual, or quarterly — you should, of course, do them. But take additional steps throughout the review period to ensure that your employees are meeting goals and growing. Make a practice of checking in with each of your direct reports on a regular basis, whether it’s weekly or once a month, to ask two main questions: 

(1) What are you going to get done this week (or month)? And
(2)  what help do you need from me? 

These informal conversations don’t require complex forms or burdensome documentation. Check-ins like these are your best opportunity to deliver immediate, relevant feedback — and real-time course correction.

Adapted from the HBR Guide to Performance Management

Make Sure Everyone Feels Included in Your Next Meeting

August 14, 2017

Make Sure Everyone Feels Included in Your Next Meeting

Meetings aren’t just about delivering results. You also want participants to leave feeling connected, valued, and fulfilled. 
Give everyone a turn to speak, and be aware of who has and hasn’t spoken and whether someone is dominating the conversation. Think through who needs to be part of the discussion for each topic ahead of time. 

Ask yourself: Who would be great at starting the conversation? Who is affected by the outcomes and therefore needs to be asked for their view? 
Who is most likely to have a different view? 
Who are the old hands who might sense whether we are making a mistake or missing something?

 You don’t need to set up strict rules, but modeling an inclusive style of conversation will make people more likely to notice who hasn’t spoken yet. Call on people who have not had a chance to participate. Make sure it feels and sounds like an invitation, not a way of controlling the conversation.

Adapted from “How to Design Meetings Your Team Will Want to Attend,” by Paul Axtell

Improve Your Finance Skills by Learning to Read Your Company’s Income Statement

August 14, 2017

Improve Your Finance Skills by Learning to Read Your Company’s Income Statement

If you’re not a numbers person, finance can be a daunting subject. But understanding concepts like EBITDA and net present value are important no matter where you sit on the org chart. Boost your financial acumen by getting acquainted with your company’s income statement. Your goal is to understand how much your company spends and where it makes money. Reproduce the numbers in a spreadsheet, then group them into categories of profit and loss. Experiment with the figures on the balance sheet by going through a series of “what if” scenarios. What if prices were lower? What if revenue was higher? Convert the numbers to percentages so that you can visualize the breakdown of revenue and expenditures more easily. This exercise will help you see the big picture and internalize how financial models work.

Adapted from “How to Improve Your Finance Skills (Even If You Hate Numbers),” by Rebecca Knight

Check Your Mindset Before a Difficult Conversation

August 10, 2017

Check Your Mindset Before a Difficult Conversation

If you’re preparing yourself for a conversation that you’ve labeled “difficult,” you’re more likely to feel nervous, stressed, angry, or upset. 
To minimize these negative emotions, reframe how you’re thinking about the conversation: 

You’re not saying no to your boss; you’re offering up an alternative solution. You’re not giving someone negative feedback; you’re starting a constructive conversation about their development. 
This isn’t sugarcoating. 

Be honest with yourself about how hard the conversation might be, but frame it as constructively as possible. You might tell yourself: We may have to talk about difficult things, but we’ll work through them together because we’ve always respected each other. 

And focus on what you stand to gain from the conversation — assume you have something to learn. 

By entering the discussion with an open mind, regardless of your coworker’s stance, you’re more likely to find common ground.

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

During Your Next Presentation, Use Your Hands to Project Confidence

August 21, 2017 During Your Next Presentation, Use Your Hands to Project Confidence When you’re in front of an audience, you want to project confidence. But when you’re nervous, your hands often flit about and fidget. Use one of these positions to keep your hands still. Practice in front of a mirror, then with friends, until it feels natural. Hold the ball. Gesture as if you are holding a basketball between your hands. This movement, a Steve Jobs favorite, displays confidence and control, as if you have the facts at your fingertips. Palms up. Turning your hands up indicates openness and honesty, and it shows that you’re willing to connect with the people you’re speaking to, whether it’s one person or a crowd of thousands. Pyramid. Keep your hands still by clasping them together in a relaxed pyramid. Beware of overusing this position or pairing it with domineering or arrogant facial expressions. The idea is to show that you’re relaxed, not smug. Adapted from “6 Ways to Look More Confident During a Presentation,” by Kasia Wezowski

Be a Better Colleague by Being Less Vague

August 09, 2017

Be a Better Colleague by Being Less Vague

Sometimes people send vague messages because they’re in a rush, perhaps tapping out a quick text or leaving a voicemail en route to the airport. But if the recipient doesn’t know the full context, a curt message is often read like a Rorschach test, with fears and interpretations piled on. Be aware that if you send a late-night email to a coworker that says “We need to talk” without further explanation, it can trigger an unhelpful cascade. Your colleague might wonder: Is there a problem? What did I do? Is she going to reprimand me? This can inflict a psychic toll that isn’t healthy for your colleague — or for you, when you have to deal with their stress the next day. Take the extra time to make your messages clear. Before you hit send, ask yourself how the other person might interpret your email or text. If you think it might cause them distress, provide more context.

Adapted from “3 Small Things Every Person Can Do to Reduce Stress in Their Office,” by Dorie Clark

Before Your Next Decision, Ask Whether It’s Strategic, Significant, or Quick

August 08, 2017

Before Your Next Decision, Ask Whether It’s Strategic, Significant, or Quick

When you have to make a lot of decisions, it’s easy to make them all the same way. But you shouldn’t spend an equal amount of time on each decision — if you do, you’ll shortchange some and waste time on others. To be more efficient, sort decisions into three categories: strategic, significant, and quick. 
(1) Strategic decisions are often analytically and organizationally complex and have the potential to impact the long-term direction of your company. They require the most time and attention, as well as a rigorous, comprehensive process. 
(2) Significant decisions require a sound business case, and can add up to considerable investment, but aren’t critically important on their own. Tailor your process to each one, spending more time on those that are more complicated. 
(3) Quick decisions aren’t complex, and can often be delegated to others. 
Consider coming up with straightforward rules and checklists to help you make these decisions as quickly as possible.

Adapted from “A 4-Step Process to Help Senior Teams Prioritize Decisions,” by Peter Hopper and Jugnu Sakuja
Courtesy : Harvard Business Review 

When to Change Your Employee’s Goals

August 07, 2017

When to Change Your Employee’s Goals

As a manager, what do you do if, after working hard with your employee to set goals at the beginning of the year, it’s no longer clear that those targets are still worth pursuing? Perhaps your employee has achieved a goal and needs a new challenge, or the organization’s objectives have changed. Meet with the employee to review the existing goals and plans. These three questions can help guide your discussion and reassess the targets:

Are the goals still realistic, given any changes in resources or constraints?
Are they still timely? Is now the best time to achieve them?
Are they still relevant? Do they still align with the company’s strategy?
Depending on the answers, you may need to change only a single goal, replacing it with a new one — but in some cases, the entire plan might need to shift. Work collaboratively with your direct report to come up with new goals that are achievable and important to the organization.

Adapted from the HBR Guide to Performance Management

Help Senior Executives Hear Feedback by Tying It to What They Care About

August 02, 2017

Help Senior Executives Hear Feedback by Tying It to What They Care About

Nobody likes to be criticized — especially high-status individuals. However, if you can use feedback to help a leader achieve their personal goals, they will listen. The most effective way to do this is to tap into their motives and values. For example, executives who are driven by recognition care a great deal about their reputation. Telling them that they are seen as less capable than they think they are will probably mobilize them. Or, when leaders are driven by power, you can appeal to them by linking the feedback to their performance and career progression: “If you change X and Y, you will be able to outperform your competitors and make it to the top.” In contrast, when dealing with altruistic leaders, your best strategy for delivering negative feedback is to convey that “by changing X and Y, you will be able to harness your team’s potential and improve their engagement and well-being.”

Adapted from “How to Tell Leaders They’re Not as Great as They Think They Are,” by Tomas Chamorro-Premuzic

Choose Your Mentee Carefully

August 01, 2017

Choose Your Mentee Carefully

When you agree to mentor someone, you’re trading away hours that you could use to pursue your own career goals and spending them on someone else’s. You don’t want to waste your time, so choose a mentee who you’ll be eager to invest in. Assess potential mentees for curiosity, organization, efficiency, and engagement. Ask candidates to prepare a presentation in their area of expertise, or to join you on a sales call or strategy offsite and then write up their observations. This will give you a good sense of their thinking process, communication skills, and level of interest. If they don’t complete the assignment, don’t be annoyed. Instead, breathe a sigh of relief that you avoided taking on an uncommitted protégé.

Adapted from “6 Things Every Mentor Should Do,” by Vineet Chopra and Sanjay Saint

Don’t Let Your Indecisive Boss Hold You Back

July 31, 2017

Don’t Let Your Indecisive Boss Hold You Back

It’s tough to have a manager who can’t make a decision. Without direction, you may not know what your boss expects or how best to push a project forward. You can help the situation by acting as a sounding board for your boss. 
(1) Help your boss weigh the pros and cons of various actions. 
(2) Ask sharp questions, provide relevant data, and offer your personal perspective. 
(3) If your boss is still unsure, try taking charge. For example, if you’re eager for them to make a strategy decision, say: “There are several ways to address this. Can I try one and report back with my progress?”
 Even if these tactics work, keep in mind that an indecisive boss is likely to be seen as ineffective, which is ultimately bad for both your reputations. It’s wise to cultivate mentors in other parts of the organization, too. You need people who have your back.

Adapted from “How to Deal with a Chronically Indecisive Boss,” by Rebecca Knight