Time Is a Midsize Company’s Most Valuable Resource

May 29, 2014

Time Is a Midsize Company’s Most Valuable Resource

While poor time management hurts any firm, it’s especially pernicious at midsize companies. These companies must move quickly to make up for smaller competitors’ agility, but they also need to tackle big projects to compete with larger firms. Time, not money, is the most important resource for midsized firms.

(1) Honor deadlines from the top down. Project management is worthless if the CEO disrespects deadlines. Make missing deadlines unacceptable at every level. Promote your best time-managers, and make the consequences of missing deadlines clear.
(2) Ruthlessly cut projects until only critical ones remain. When a company tries to do too much with too few resources, projects inevitably end up late, mediocre, or unfinished.
(3) Be transparent about a project’s status.
 In midsize companies, core projects affect every department since the business isn’t big. Leaders must keep team members informed about advances and setbacks, including missed deadlines, to assess the project’s overall progress.


Adapted from “ Midsize Companies Must Prioritize Ruthlessly” by Robert Sher.

Keep Your Meeting from Going Off-Track

May 28, 2014

Keep Your Meeting from Going Off-Track

You can follow all the guidelines for holding an effective meeting, but things can still go wrong. The best way to handle problems is to prepare ahead of time and to intervene at the right moment to get things back on track. 

(1) Think about the attendees. 
Is there a windbag in your group? Ask him to focus his comments on a particular aspect. A constant critic? Have the person lead part of the discussion. Someone with a habit of being late? Give her a job to do during the session.
(2) Make sure everyone has a turn. 
If one person is hogging the conversation, walk closer and closer to him. This draws group attention to you and away from the speaker. Thank him and call on someone else.
(3) Don’t be afraid of silence. 
Allow silence for one minute – people might need time to process. Ask if you should clarify something, or if there’s an issue people are avoiding. Take a short refocus break, or if people seem worn out, reschedule.


Adapted from Running Meetings (20-Minute Manager Series).

Teams Are More Comfortable with Ambiguity than Individuals Are

July 21, 2014

Research Finding : 
Teams Are More Comfortable with Ambiguity than Individuals Are

Experiments : 
In a series of experiments on choices between sure amounts of money and various kinds of gambles, researchers found that three-person groups are both less averse to ambiguity and less inclined to seek it — in other words, are more neutral about ambiguity — than are individuals. 
Possible Reason : 
A possible reason is that individuals’ extreme attitudes toward ambiguity, either negative or positive, tend to be softened by persuasive arguments from other group members .
Implications in Business : 
 The findings suggest that teams may be better than individuals at handling tasks involving imprecise probabilities, such as long-term planning.

Research Conducted by : a team led by Steffen Keck of Insead. 
SOURCE: Group decisions under ambiguity: Convergence to neutrality

Experiment with Habit-Changing Tactics

July 21, 2014

Experiment with Habit-Changing Tactics

Even the most motivated people can get frustrated when trying to change habits. Why can't I force myself to go to the gym before work? Why do I keep putting off this project? Behavioral change won't work if you fixate on hard-and-fast rules — like waking up at 5 AM every day to hit the gym or blocking off every Friday for big projects. Instead, experiment with different tactics to see what will actually work for you. 
(1) First, see which efforts haven’t been working. Think about your larger goal. Why was this activity important to you in the first place?
(2) Now brainstorm other tactics. If you hate the gym or aren't a morning person, consider taking a bike ride after work or exercising at home before bed. 
(3) If you've never managed to block out an entire day for projects, try finding two half-days.
(4)Test different tactics out each week, and have others check in on your progress.


Adapted from " The Key to Lasting Behavioral Change: Think Goal, Not Tactic" by Elizabeth Grace Saunders.

Get the Boss’s Feedback on a New Strategy

June 12, 2014

Get the Boss’s Feedback on a New Strategy

Any strategy needs senior management’s support, but don’t go to your boss with a perfectly polished document that you want him or her to buy into. Instead, share the work you and your team have done and explain the thinking behind your recommendation. Then, be open to hearing what your boss has to say. You need her ideas, and if you’re focused on selling, you’re not listening. Just because you used a rigorous process doesn’t mean it can’t be improved. Rather than defending your work, encourage a genuine conversation. Company leaders often have a unique, enterprise-wide perspective, and chances are they have something valuable to contribute. Incorporating their feedback will improve the odds of the strategy succeeding. 

Adapted from the Playing to Win Strategy Toolkit.

Identify Tasks To Delegate

July 18, 2014

Identify Tasks To Delegate

If you are struggling to find time for your most important tasks, think about what you could assign to others on your team. There are certain projects or functions that you should be delegating, such as: 

(1) Jobs that others could easily do. 
Even if you enjoy some of these tasks and are reluctant to give them up, you’ll be better off delegating them. Maybe this means assigning one small task of an important project — like logging bugs and fixes — to a new employee who’s eager to advance. Handing this off frees up your time, motivates him, and lets you know whether he can follow through on assignments.

(2) Jobs that require specific training or experience. 
Delegating assignments can give staff members interesting and challenging opportunities. For example, if you train a reliable team member to take over your role in an interdepartmental task force, the employee gets a chance to exercise her collaborative and technical skills while also gaining visibility.


Adapted from Delegating Work (20-Minute Manager).

Accommodate Older Workers

June 17, 2014

Accommodate Older Workers

Corporate workforces are aging. Some companies have made strides to adapt, and they have seen improvements in retention and productivity, organizational culture, and the bottom line. Don't fall behind. Use these practices to accommodate your older workers: 
Flexible retirement. Give employees the option of working part-time. You retain experienced, talented employees and they get a flexible schedule and a paycheck.
(1)Creating new positions or adapting old ones.
(2)  Retrain older employees for jobs that better suit their current needs and skills. 
For example, can you transition an older worker out of a physically taxing role and into a training position? Could a long-time cashier move to customer service?
(3) Changing workplace ergonomics. 
Companies should adapt for those who need extra support. Inexpensive tweaks like custom shoes and easier-to-read computer screens can make a huge difference.


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

A Key Ingredient for Creating Start-Ups: Young People

June 16, 2014

Research Finding : 
A Key Ingredient for Creating Start-Ups: Young People

Observation : 
The presence of young workers appears to be necessary for the creation and growth of new firms, particularly in industries where young people have key technical skills . 

 For example, in the electronics industry, a 5% increase in the share of youth in the population leads to a 1-to-2-percentage-point increase in the rate of new-firm creation, according to the researchers’ analysis of U.S. Census data.

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

Encourage Your Team to Draw During Brainstorming Meetings

October 31, 2017

Encourage Your Team to Draw During Brainstorming Meetings

Brainstorming often involves sitting in a room and talking, which pushes people toward solutions that are easy to talk about. To expand the scope of your team’s thinking, try a different approach: ask your team to draw their ideas. There are several reasons why drawing is helpful. 
First, it’s hard for people to describe spatial relationships, so any solution that requires a spatial layout is better described with pictures than with words. 
Second, a large amount of the brain is devoted to visual processing, so sketching and interpreting drawings involves those brain regions in idea generation. 
Third, it is often difficult to describe processes purely in words, so diagrams are helpful.
 Don’t worry if you lack artistic talent: Studies have shown that a misinterpreted drawing can serendipitously lead to new ideas.

Adapted from “Your Team Is Brainstorming All Wrong,” by Art Markman

Connect the Dots Between the Job Title You Have and the Job You Want

October 27, 2017

Connect the Dots Between the Job Title You Have and the Job You Want

Our job titles don’t always reflect what we really do. So how do you make a career move — either to a new job or maybe to an entirely new field — if you’re worried that your current title might give a hiring manager the wrong idea? The key is to showcase how your skills and experience are relevant to the new job. Start by making a list of the five or six most important responsibilities in the job posting, and jot down your accomplishments in those areas. Based on these notes, write a brief description of yourself that shows you have the experience the new job requires. Add this summary to the top of your résumé — but don’t simply call the section “Summary.” That overused term won’t grab anyone’s attention or distinguish you from other candidates. Instead, give the section a headline that really captures the breadth of your experience.

Adapted from “Writing Your Résumé When Your Job Title Doesn’t Reflect Your Responsibilities,” by Jane Heifetz

Praise Someone the Way They Want to Be Praised

October 26, 2017

Praise Someone the Way They Want to Be Praised

Recognition is one of the most powerful tools a manager has, but not everyone wants their good work to be called out in the same way. Acknowledging someone’s work is meant to make them feel special — and it’s hard to feel special if a corporate procedure treats everyone the same way. One person might appreciate public praise in front of their colleagues, whereas another might prize a professional or technical award. A person who prioritizes customer feedback might treasure a letter from a customer — or a photo of the employee and customer together, framed for their office wall. Tailor your approach to each employee’s preferences. And if you aren’t sure what those are, ask.

Adapted from the HBR Guide to Performance Management

New Leaders, Learn About the Company Before Implementing Your Vision

October 25, 2017

New Leaders, Learn About the Company Before Implementing Your Vision

A new CEO or senior executive has a 50% chance of leaving the organization within 18 months. Some experts attribute this failure rate to leaders proposing and implementing a new vision too soon. Yes, leaders should know where they plan to take the company, but it’s important for them to understand the organization first. If you’re new to your senior role, take time to learn about the working environment. Listen to your colleagues and customers and find out if some of your ideas have already been tried. If people ask about your strategic vision, don’t be afraid to say, “This is my opportunity to listen and learn. Ask me again in three months.” Studying the landscape before rolling out your big ideas can prevent you from repeating the mistakes of your predecessors — and wasting resources on plans that won’t work.

Adapted from “The Biggest Mistakes New Executives Make,” by Sabina Nawaz

Brand Yourself While Maintaining Your Integrity

May 09, 2014

Brand Yourself While Maintaining Your Integrity

In the American workplace, self-promotion is seen as a way to differentiate yourself and advance your career. But for people who grew up in cultures where modesty, composure, and self-control are strongly valued, it can be hard to meet the need for personal branding. In this case, it helps to reframe the idea of self-promotion – instead of viewing it as a selfish endeavor, think about whom else might benefit from your efforts. For example, if you’re known as a sought-after expert, clients will hire your company to have access to your skills. And if you come from a culture that emphasizes the group over the individual, highlight your achievements within the context of what the team or organization was able to achieve. This way, you can maintain your integrity while still getting name recognition for all that you do. 

Adapted from “ Self-Promotion for Professionals from Countries Where Bragging Is Bad” by Dorie Clark and Andy Molinsk y.

Before a Difficult Conversation, Vent a Little

October 30, 2017

Before a Difficult Conversation, Vent a Little

It’s not a good idea to go into a tense conversation when you’re full of negative emotions. Before you get into the room, find a trusted colleague or friend who can listen to you complain. Say everything you feel about the situation — the good, the bad, and the ugly. Don’t hold back. It’s important to get this out so that you’re not suppressing your emotions, which could make the conversation even trickier. When you bottle up your feelings, you’re more likely to express them in unintended ways. Prevent your emotions from seeping out by voicing your frustrations ahead of time. Doing so will help you feel calm and centered when you’re having the discussion.

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

Should You Stay in Your Job? Here’s How to Know

October 24, 2017

Should You Stay in Your Job? Here’s How to Know

Sometimes you’re in a job that just isn’t fulfilling. Sure, it may offer security and “success,” but you still fantasize about quitting to pursue your passions. You shouldn’t let these thoughts linger for too long, though — it’s better to make an active decision about them. Start by thinking about the “have to’s” that are holding you back: I have to have a steady income. I have to have the respect that comes with a job at a leading company. Then consider if these statements are realities, or merely assumptions, beliefs, and habits that you’re imposing on yourself. You can break any inertia by reframing the decision. Instead of asking yourself “What outcome do I want and how can I get there?” consider “What are the best and worst outcomes I can expect?” You may realize your current role will never allow you to pursue your dreams. That clarity may be what you need to retake control of your career path.

Adapted from “Don’t Spend Your Life Making Up Your Mind,” by Mark Chussil

Reframe That Difficult Conversation to Calm Your Nerves

October 19, 2017

Reframe That Difficult Conversation to Calm Your Nerves

If you’re getting ready for a conversation that you’ve labeled “difficult,” you’re more likely to feel nervous, stressed, angry, or upset. To minimize those negative emotions, try to think of the discussion as a non-charged conversation. For example, instead of a discussion being about negative feedback, think of it as a constructive conversation about development. Or, you’re not saying “no” to your boss; you’re offering up an alternative solution. These kinds of discussions tend to go best when you think of them as normal conversations and approach them with curiosity and openness. Of course, don’t try to fool yourself. Be honest about how hard the conversation might be, but put as constructive a frame on it as possible. You might tell yourself: “We may have to talk about difficult things, but we’ll work through them together, because Josh and I have always respected each other.”

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

What to Focus on When You Don’t Get Feedback from Your Boss

October 16, 2017

What to Focus on When You Don’t Get Feedback from Your Boss

If you work for a boss who doesn’t provide feedback, it’s easy to feel rudderless. Fortunately, performance evaluation data shows that there are things most managers look for in their employees. Delivering results is a clear one — managers are consistently impressed when their direct reports are able to achieve goals on schedule. Quality of work matters too, of course. Managers also highly rate people who are trustworthy, communicate well, and have technical expertise. So if your boss won’t tell you what they’re looking for, consider how you stack up against these general expectations. How much output do you generate, compared with the rest of your team, and what is the quality of the work you turn in? Identify gaps and focus on working toward these expectations. With any luck, your boss will take notice.

Adapted from “How to Improve at Work When You’re Not Getting Feedback,” by Jack Zenger and Joseph Folkman

Leaders, Don’t Let Your Ideas Overpower Your Team’s

October 13, 2017

Leaders, Don’t Let Your Ideas Overpower Your Team’s

It’s your job as a leader to create a safe space where your team can share ideas without fear of judgment. But it can be tough to know how to give input without squashing others’ suggestions. Should you jump in with your own ideas during brainstorming sessions, or step back and take on more of a coaching role? The key is to find the right balance. Deadlines and performance targets can increase the pressure to impose your own opinions, but doing so will increase your team’s self-doubt and perpetuate the perception of the leader always having the answer. So take your leader hat off and, as convincingly as you can, tell your team not to treat your ideas any differently than their own. However, if you notice that your contributions mute their participation, return to coaching. Your team won’t be creative if they are waiting for you to tell them what to do.

Adapted from “How to Nourish Your Team’s Creativity,” by Ron Carucci

Encourage Your Team to Call Out Narcissistic Behavior

October 11, 2017

Encourage Your Team to Call Out Narcissistic Behavior

Having a narcissist — someone who is grandiose, self-promoting, and larger than life — on your team can be a challenge. While their drive can be effective in moving organizations forward, their insistence on winning at all costs can create havoc on a team. You can mitigate the effects of their behavior by creating a strong sense of team cohesion and encouraging everyone to openly and constructively confront problematic behavior. A group setting makes dysfunctional acting out more noticeable, controllable, and discussable — and appropriate peer pressure will push the narcissist to adapt to the group’s norms. Plus, feedback from many people is harder to ignore than feedback from one person.

Adapted from “How to Manage a Narcissist,” by Manfred F. R. Kets de Vries

A Winning Business Model Starts with One Primary Customer

May 19, 2014

A Winning Business Model Starts with One Primary Customer

Many executives are reluctant to choose one primary customer group, but this strategic choice defines a business. You must identify your most important customers – those who can unlock the most value in your business. They may be consumers of a product or service; or they may be resellers or brokers. Choose the best one by assessing each customer group along three dimensions: 

(1) Perspective: 
The primary customer must reflect a company’s culture and mission, so the energy and creativity of its people can be leveraged to serve the customer.
(2)Capabilities: 
The embedded resources that a firm builds up over time (and which are difficult to copy) position a business to serve the needs of certain customers better than others.
(3) Profit potential: 
A customer’s ability to deliver profits counts, but it’s not always about who can pay more; becoming a destination for a specific group can deliver profits through volume.


Adapted from “ Choosing the Right Customer” by Robert Simons.

3 ideas for better brainstorming

May 20, 2014

Three Rules for Better Brainstorming

Most people have had their share of painful brainstorming sessions. Next time you bring a group together to come up with new ideas, make the meeting run smoothly and the outcome more effective by adopting these rules: 

(1) No judgment.
 Every idea should be welcome. Write down anything that’s offered by a group member. Keep in mind that judgment is the single fastest way to shut down creativity. Kill one idea early on, and many more will be left unsaid.
(2) Encourage the group to build on ideas.
 One thought can lead to an even better one down the road. Ask people to actively listen to what others are saying, instead of just waiting for their turn to talk.
(3) Move quickly. 
Don’t get caught up in the details of any one idea. Capture the essence and move on. You can always delve into the specifics later.


Adapted from the Playing to Win Strategy Toolkit.

May 20, 2014

Social Research 
Wheat and Rice Cultivation Have Deep Cultural Impacts

Experiment outcome : 
When research subjects were asked to draw diagrams depicting their social networks, people from rice-growing and wheat-growing regions tended to respond differently: Those from rice areas drew themselves as smaller (in relation to their friends) than wheat-area people did !  
Possible Reason : 
The finding suggests that rice farming, which requires extensive social coordination, creates a culture of collectivism. 
Sample Size and landscape : 
Talhelm surveyed 1,162 university students in China, where rice is grown mostly in the south and wheat is raised and eaten in the north.
Courtesy : Research by , Thomas Talhelm of the University of Virginia and reported in The Atlantic.

SOURCE: Does Growing Rice Make You Less Individualistic?

Convince Your Boss to Let You Work Remotely

October 10, 2017

Convince Your Boss to Let You Work Remotely

Working from home has lots of benefits: zero commute, higher productivity, and periods of quiet, uninterrupted time. But don’t expect your boss to let you work remotely unless you make a convincing case for it. Consider your specific role and what a realistic remote work schedule would look like: Is it to work Tuesdays and Thursdays from home? Every other Friday? Or would flex hours suffice? Then consider what might worry your manager, and think of ways to preempt those concerns. For instance, you might offer to come in for an important Friday meeting, even if that’s your work-from-home day. And when you have an unplanned chance to work from home, like during a snowstorm, seize the opportunity to demonstrate how productive you can be outside the office.

Adapted from “How to Convince Your Boss to Let You Work from Home,” by Rebecca Knight

To Solve a Problem, Stop Thinking About It

October 09, 2017

To Solve a Problem, Stop Thinking About It

When you’re trying to come up with a creative solution to a problem, you might be tempted to buckle down and focus until you solve it. But recent research shows that taking breaks at regular intervals leads to better outcomes. Set a timer for a certain amount of time, say, 30 minutes. When it goes off, switch tasks: Organize your reimbursement receipts, check your email, or clean your desk, and then return to the original task. If you’re hesitant to stop because you feel that you’re on a roll, you should take a break anyway: We tend to come up with redundant ideas when we don’t take regular breaks, so ask yourself whether your latest ideas are as great as they seem. And don’t feel guilty about taking breaks. Doing so may actually be the best use of your time.

Adapted from “To Be More Creative, Schedule Your Breaks,” by Jackson G. Lu, Modupe Akinola, and Malia Mason

When Giving Feedback Through Video Conference, Project Warmth

October 06, 2017

When Giving Feedback Through Video Conference, Project Warmth

It can be awkward to give constructive feedback to someone who’s not in the same room as you, but if you manage remote employees, you’ll have to do it. Set up a video conference, and be sure to position your camera at eye level; any lower will make it seem as though you’re looming above them. Maintain natural eye contact, and keep your body language open and relaxed. Start your conversation with the usual small talk, but make an extra effort to be warm. Express your appreciation for their work, if appropriate. Since your virtual employee may not have the regular opportunity to read your tone or body language, establishing this mutual trust and reassurance will help your message become more palatable. Keep in mind, though, that you shouldn’t couch your constructive comments in too much positivity, or else your feedback may get lost. Just say enough to confirm to your employee that you’re on their side.

Adapted from the HBR Guide to Performance Management

Address Biased Comments at Work Carefully

October 05, 2017

Address Biased Comments at Work Carefully

When someone at work makes a comment that sounds biased, and you’re not sure if they’re being prejudiced or not, it’s hard to know how to deal with the situation. Before you speak up, think about what you really want to achieve — an apology, punishment, repentance? Is it enough for the bad behavior to stop? What kind of relationship would you like to have with the person? Then carefully describe your concerns to the person without judgments, and avoid leveling accusations (“That was racist!”). Describe what actually happened — no apologies, no self-repression, and no indictments. Begin with the facts, calmly suggest what the facts mean to you, and then invite the person to discuss the situation. You can make it safe for them to talk by saying something like “I don’t think you realize how that came across…”

Adapted from “How to React to Biased Comments at Work,” by Judith Honesty, David Maxfield, and Joseph Grenny

Managers, Give More Praise Than You Think You Should

October 02, 2017

Managers, Give More Praise Than You Think You Should

It’s one of the toughest jobs of a manager: giving feedback. Many bosses find it stressful and difficult — but that may be because they are focused on offering criticism and correcting mistakes when they should be providing positive feedback. In fact, recent research shows that people see leaders as more effective when they give praise. Whatever is holding you back from offering compliments (Is it a desire to be seen as tough? A fear that the employee will start to coast?), get over it. Proactively develop your skills in giving praise. It’s OK if the praise is brief — it just needs to be specific, rather than a general remark of “good job,” and ideally it should occur soon after whatever you’re praising the person for. And, of course, it’s best when the compliment is sincere and heartfelt.

Adapted from “Why Do So Many Managers Avoid Giving Praise?” by Jack Zenger and Joseph Folkman

Before a Difficult Conversation, Prepare for Multiple Scenarios

September 29, 2017

Before a Difficult Conversation, Prepare for Multiple Scenarios

When you need to have a tense conversation, don’t try to wing it. You can’t know how the discussion will go, so think through a few possible scenarios ahead of time. What if your counterpart gets upset and cries? What if they get angry? What if you get interrupted, or need to finish the conversation quickly? Of course, you can’t write a script for every eventuality, but considering as many of them as possible will help make sure you don’t get blindsided and lose your cool. You might also want to find a trusted colleague with whom you can role-play some scenarios. Try different approaches, and test out phrases you might use for various possibilities. Then ask your role-play partner to give you feedback.

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

If You Rush Your Decisions, Ask Yourself Why

September 28, 2017

If You Rush Your Decisions, Ask Yourself Why

Making decisions too quickly makes you more likely to end up with short-sighted or superficial solutions. But if you take too long to decide, you might miss opportunities. How do you strike a balance? Try to retain a sense of urgency while also taking time to reflect. Think about what’s trapping you in your too-quick mode of decision making. Perhaps you rush to end an important meeting just to make it to the next one. Maybe you’re multitasking and not giving questions your full attention. Or maybe you’re saying yes to projects when you should be saying no. Traps like these keep you stuck in triage mode, which makes taking time to reflect on your intentions and actions feels like a luxury you can’t afford. If you’re able to spot your trap, you can stop the self-defeating habits that keep you in a constant state of elevated urgency. Then you can introduce moments of reflection so that you’re making thoughtful decisions.

Adapted from “How to Act Quickly Without Sacrificing Critical Thinking,” by Jesse Sostrin

Make Achieving Your Long-Term Goals More Fun in the Short Term

September 27, 2017

Make Achieving Your Long-Term Goals More Fun in the Short Term

Achieving a long-term objective, such as getting in shape, paying off debt, or switching careers, takes persistence. Recent research has found something that can help: incorporating immediate benefits into your pursuit of longer-term goals. Make the short-term activities fun. If you want to work out more, select a fitness class that you enjoy. If you want to eat healthier, build a diet around healthy foods that you actually like to eat. Making activities more enjoyable — by listening to music while exercising or getting work done in your favorite coffee shop — may help you make progress in your goals. And take time to reflect on the enjoyment: If you’re eating a food you enjoy, focus more on the positive taste than the health benefit.

Adapted from “What Separates Goals We Achieve from Goals We Don’t,” by Kaitlin Woolley and Ayelet Fishbach

Watch for Signs of Stress on Your Team

September 26, 2017

Watch for Signs of Stress on Your Team

As a manager, it’s your job to watch for signs of stress on your team so that you can intervene before someone disengages, gets sick, or needs to take a leave. Keep an eye out for the warning signs: Does someone on your team seem overly tired or constantly overwhelmed? Have they been unable to control their emotions lately? Of course, everyone has good and bad days, but most people can regulate their emotions in a way that’s appropriate for the workplace. Outbursts or high and low mood swings can be a sign of stress overload. If you notice any of these signs, start a conversation with the person. You might ask a simple question, such as “Are you OK?” or “How are you doing?” And if the person is open to talking, mention the signs you’ve observed and express your concern.

Adapted from “An Early Warning System for Your Team’s Stress Level,” by Thomas Hellwig et al.

Stay in Touch with Your Remote Workers to Catch Potential Performance Issues

September 25, 2017

Stay in Touch with Your Remote Workers to Catch Potential Performance Issues

One of the challenges of managing people from afar is having a good sense of how they’re performing. Virtual workers may be more prone to loneliness and loss of motivation, which can result in compromised performance. Since you don’t usually get the opportunity to pick up visual cues or have impromptu conversations with remote employees, make an extra effort to see how they’re doing. Stay alert for signs of burnout by checking in regularly. Since this won’t happen spontaneously in the hallway or cafeteria, schedule frequent conversations by phone or videoconference. Pay attention to virtual employees’ tone of voice and other signals that can indicate their level of engagement. Consider asking directly about how they’re feeling about work so that they know you care.

Adapted from the HBR Guide to Performance Management

Stay-at-Home Parents, Show Hiring Managers You’re Ready to Return to Work

September 22, 2017

Stay-at-Home Parents, Show Hiring Managers You’re Ready to Return to Work

When you’re ready to go back to work after being a stay-at-home parent, you often have to combat unfair stereotypes and myths that could penalize you as a job candidate. The hiring manager may be wondering “Do they really want to be here?” or “Do they have child care figured out?” Proactively allay these concerns by explaining why you’re applying for this job at this moment. Stress that you’re eager to return to the workforce so that you can make a contribution — and how, specifically, you’d like to do so at this company. You can also emphasize that you’re now in a position to take a job because your caregiving responsibilities have lightened. Perhaps your kids have started school, you’ve hired a nanny, or the kids are older now and don’t need as much supervision. That information shows you’ll be a motivated employee and won’t be more distracted by personal obligations than anyone else.

Adapted from “How Stay-at-Home Parents Can Transition Back to Work,” by Dorie Clark

If a Colleague Has a Bad Attitude, Find Out Why

September 21, 2017

If a Colleague Has a Bad Attitude, Find Out Why

If you work with someone who isn’t a team player, it’s tempting to shun the person for not chipping in when they should. But you’re better off reaching out to that person and making a connection. You can start by approaching your colleague with friendly questions, rather than accusations. You might ask “What else is going on for you right now?” The roots of their behavior may surprise you. The person could be dealing with a stressful situation at home that is leading to distraction at the office. Or they may be feeling work pressures that you are unaware of. Don’t make assumptions about why they have a bad attitude. Find out more information. Consider taking your colleague out to coffee or lunch. And bring along a couple of colleagues to promote team cohesion. More interactions will promote friendlier group relations.

Adapted from “How to Work with Someone Who Isn’t a Team Player,” by Carolyn O'Hara