Try New Tactics to Hire Better Data Analysts

May 16, 2014

Try New Tactics to Hire Better Data Analysts

Acquiring the best marketing analytic talent is critical for a company to tap into the powers of big data. But because of how tight the market for analytic talent is – and how critical it is to business growth – marketing leaders are struggling. Companies must adopt different strategies for hiring and keeping people, and a range of tactics exist that can improve analyst recruiting. 

(1) Use more specific language. 
Have analytics and recruiting teams collaborate to redefine characteristics of an ideal candidate – then use precise and discerning language to cut your search time in half.
(2) Take an “always on” approach to recruiting.
 Since this kind of talent is always in demand, don’t wait for a specific position to open up. Constantly searching for the best potential hires can keep you a step ahead.
(3)Beef up management’s analytical skills.
 Educate senior managers on the basics, so they have a clear sense of what’s needed from the analysis and can ask the right questions.


Adapted from “ Recruit Better Data Analysts” by John Forsyth, Christine Moorman, and Steven Spittae

Make Your Employees Feel Powerful

August 01, 2014

Make Your Employees Feel Powerful

Research has shown that helping employees feeal more powerful can improve productivity, performance, and job satisfaction. Delegate important tasks, communicate frequently, and encourage them to share their views on important issues. You don't have to elevate every staff member to a leadership position, but you can offer choices that lead to greater autonomy. Giving them some choice, in the way they do their work or the projects they work on, can make a big difference — no title required. People crave a sense of control over their situation. Giving it to them will help you develop your direct reports into independent thinkers who are invested in moving the organization forward. 

Adapted from " Make Your Team Feel Powerful" by Harrison Monarth.

Blink ! Your Ability to Size Up a Face Probably Isn’t Based on Experience

April 15, 2014

Your Ability to Size Up a Face Probably Isn’t Based on Experience

If adults assume that their ability to discern trustworthiness, or the lack thereof, in strangers’ faces is a skill honed over a lifetime, they’re wrong. Children ages 5 and 6 made very nearly the same judgments about the trustworthiness of computer-generated faces as adults, and children ages 3 to 4 were off by just a few percentage points, says a team led by Emily J. Cogsdill of Harvard. People make inferences—right or wrong—about strangers’ characters within 50 milliseconds of viewing their faces, prior research has shown.

SOURCE: Inferring Character from Faces: A Developmental Study

Ask Your “Loving Critics” for Real Feedback

April 16, 2014

Ask Your “Loving Critics” for Real Feedback

Feedback, however useful and necessary, makes most people feel exposed and vulnerable – and leaders are no exception. But subordinates are often more reluctant to point out any deficiencies.

 So leaders must make the first move. Select a group of “loving critics,” people who care about you, want you to do well, and are willing to give the hard truths that you need to become a great leader. 
Turn to them regularly for an honest assessment of your strengths and weaknesses. 
Listen to them with the same care they have for you; and when they give you their feedback, your only job at that moment should be to say, “Thank you.” This also shows your entire team that you’re open to feedback and willing to be vulnerable to improve. 

Adapted from " To Get Honest Feedback, Leaders Need to Ask" by Jim Kouzes and Barry Posner.
Courtesy : Harvard Business Review 

Identify a Project’s Stakeholders at the Start

April 17, 2014

Identify a Project’s Stakeholders at the Start

When you’re managing a project, it’s crucial to first identify your stakeholders. They may include your boss, customers, colleagues, the finance department — the team that will ultimately judge the project’s success or failure. 

Stakeholders’ interests will vary, as will their definitions of success, so you need to understand who they are in order to meld their expectations into a coherent, manageable set of goals. 

Ask yourself: Who will be affected by the project’s activities or outcomes? 
Who will contribute resources — people, space, time, tools, and money — to the project? Who will use and benefit from the project’s output? Once you’ve established your stakeholders, have them sign off on what they expect from the project and what resources they’ll provide. 

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

Ask the Right Questions to Advance Your Career

April 18, 2014

Ask the Right Questions to Advance Your Career

People who want to advance their careers need feedback. And many companies comply with things like annual performance reviews and 360-degree feedback. But these are only marginally helpful for managers seeking promotion, because the frame of reference revolves around the current job. If you want to progress into the next phase of your career, you need answers to three questions that focus on upward mobility.

(1) What factors govern who does – and who doesn’t – advance to senior positions?
(2) How am I viewed in terms of those promotional criteria?
(3) What skills do I still need to demonstrate to move ahead?

These are tough questions to ask and not everyone will be responsive, so schedule career discussions with mentors and others who know your work. Be sure to convey a sincere desire to learn and avoid any hint of defensiveness that may shut down a leader’s honest feedback.

Adapted from “ Three Questions to Advance Your Career” by John Beeson.

" Procrastination , Darwin and Evolutionary Origins ! "

" Procrastination , Darwin and Evolutionary Origins ! " 

Your Tendency to Put Things Off May Have Been Inherited
Finding : 
46% of the trait of procrastination is due to genetic influences, according to a study of hundreds of sets of twins. 
Reason ? 
The research also lends support to a theory that procrastination, in its tendency to undermine adherence to long-term goals, is a byproduct of impulsivity, which may have had an evolutionary origin:
 Hunter-gatherers had an advantage if they acted swiftly to satisfy their survival needs ! 

A solace, a consolation :
Your genetics don’t necessarily condemn you to a life of procrastination: The 46% figure means procrastination is only “moderately heritable . ”
Courtesy : Harvard Business Review 
SOURCE: Genetic Relations Among Procrastination, Impulsivity, and Goal-Management Ability: Implications for the Evolutionary Origin of Procrastination
Research Conducted by :   Daniel E. Gustavson of the University of Colorado.

Gratitude Can Inspire Patience, and Long-Term Success

May 21, 2014

Gratitude Can Inspire Patience, and Long-Term Success

Most of us favor short-term gratification over long-term rewards, and that’s not a good thing. For example, if offered a choice between receiving $75 today or $100 in a year, most people would choose the $75 even though that’s less money. The tendency to discount future value can contribute to various problems like credit-card debt or substance abuse. We’re often told that using willpower to suppress our emotions can curb this desire for instant gratification; however, using emotions can actually be helpful. According to a new study, after prompting participants to think about things they’re grateful for, they demonstrated more patience, and were able to keep their impulses in check. This suggests that gratitude can foster long-term thinking. Because we all know that willpower can (and will) fail at times, having an alternative source of patience – one that stems from something as simple as reflecting on an emotional memory – offers an important tool for long-term success. 

Adapted from “ Gratitude Is the New Willpower” by David DeSteno.

China Shows a Decline in Workers’ Share of Economic Output

April 21, 2014

China Shows a Decline in Workers’ Share of Economic Output

In many industrialized areas in China, the labor force’s “share” of GDP, meaning the proportion of provincial output that is distributed as wages, rather than going to capital and government, fell between 1997 and 2007, say Wei Chi of Tsinghua University and Xiaoye Qian of Sichuan University. For example, in Guangdong, it fell from 49% to 39%; in Chongqing, from 57% to 48%; and in Sichuan, from 56% to 46%. Past research has shown a connection between low labor share and widening inequality in China. Moreover, a low labor share poses problems for China’s goal of transforming its economy to rely on consumption rather than exports.

SOURCE: Regional disparity of labor's share in China: Evidence and explanation

Consider Keeping Your R&D Close to Home

April 23, 2014

Consider Keeping Your R&D Close to Home

Just because a company can offshore a portion of its operations doesn’t mean it always should. Recent research shows that although there are benefits to moving aspects of a business abroad (e.g. savings), the costs may add up over time through increased organizational complexity – and at a certain point, the move could be counterproductive. Global competition puts pressure on firms to relocate certain arms, even research and development, overseas. (With nations like China ramping up their innovative capacities, why stop at offshore manufacturing or customer support?) But research suggests that offshoring too much of a firm’s innovation is likely to be costly, because it can hinder a firm’s ability to adapt to changing environments, which can affect performance. So keeping R&D on home turf can be beneficial in a world where innovation cycles grow shorter and developing new technologies more difficult. 

Adapted from “ Research: Don’t Offshore Your R&D” by Walter Frick.

To Improve at Work, Examine All Aspects of Your Life

May 02, 2014

To Improve at Work, Examine All Aspects of Your Life

It’s not an outrageous idea: devoting less time to work can ease stress and boost productivity. It can also allow you to be more engaged with your family, community, and the things you do just for you. These four-way wins – improvements at work, at home, in your community, and in your private life – take experimentation and help. Start by diagnosing your four-way view: What’s important to you? Where do you focus most of your attention? Talk to the most important people in the different aspects of your life, and find out what you really need from each other. Use these answers to better align what really matters to you and what you do, and design an experiment to improve your performance in each of the four domains; for example, start an exercise program, carve out daily time for family, join a big community project, etc. And don’t be afraid to ask someone to help you stay on track. 

Adapted from “ Reduce Stress by Pursuing Four-Way Wins” by Stew Friedman.

Great Branding Takes More Than Advertising

April 29, 2014

Great Branding Takes More Than Advertising

As digital disrupts more marketplaces, brands become more important and valuable – not less. They provide meaning and satisfy emotional needs. As consumers experience information overload, the tendency to gravitate toward what’s familiar increases. At the same time, reliance on traditional tools, like advertising, corporate identity programs, and PR, to build brands is waning. So how can companies strengthen their brands? Look at Apple: Since its “Think Different” ad campaign, it has withdrawn from image-building ads, kept a smaller marketing budget, and instead, focused brand efforts on creating a well-designed, holistic product experience. Firms must be able to tell a meaningful story through actions and products, not words in ads or statements. Products and services should encapsulate a brand and communicate value without an additional layer of advertising. Make your brand more central and embed it across the customer value chain. 

Adapted from “ Brands Aren’t Dead, But Traditional Branding Tools Are Dying” by Jens Martin Skibsted and Rasmus Bech Hansen.

Questions Successful Innovators Should Ask

April 24, 2014

Questions Successful Innovators Should Ask

Asking a lot of questions is one behavior that successful innovators share. Instead of just rushing to take action, posing questions helps you crystallize the entire innovation process by improving your ability to spot new growth opportunities, pinpoint disruptive threats, and more. Consider using questions like these to increase your odds of success: 

(1) What problem is the customer struggling to solve? 
If people are spending time or money trying to solve a problem (and existing solutions fall short), there’s no clearer sign of an opportunity for innovation.
(2) Who has already solved this problem? 
It’s likely that someone has already found a solution in a different industry, country, or company. Gaining inspiration from their successful approach can speed up your process.
(3) What can you do that few other companies in the world can do? 
Zero in on what makes you unique (a trusted brand, access to a distribution channel, technological know-how) to maximize the chances of creating a powerful and compelling offering.


Adapted from “ Eight Essential Questions for Every Corporate Innovator” by Scott Anthony.

Boost Your Team’s Performance with a Task Map

April 25, 2014

Boost Your Team’s Performance with a Task Map

If your team isn’t functioning as well as it should, ask whether employees are in the right roles. People are happier and more productive if they have opportunities to use their skills, but misalignments of abilities and responsibilities can happen over time. Get back on track by creating a task map: a visual tool that allows you to see where skills are lacking or duplicated on a team. It can realign people’s tasks to fit their skills, and result in greater productivity, high performance, and reduced turnover. 
Assess people’s skills by looking at their accomplishments and assessments.
List their primary and secondary abilities on a whiteboard to see redundancies and gaps that have arisen. (For example, you may have four great analysts, but only one stellar project manager on your team.)
Create a list of the responsibilities and tasks required of your team members. How do their skills match with their tasks?


Adapted from “ Use a Task Map to Improve Your Team’s Performance” by Allison Rimm.

" Use Workforce Analytics to Transform HR"

April 30, 2014

" Use Workforce Analytics to Transform HR" 

Research shows that many companies aren’t using objective talent data to make workforce decisions – even though it can help reduce costs, identify revenue streams, mitigate risks, and execute effective business strategies. Improve your HR functions by making your analytics: 

(1) Relevant. 
HR analysts need to apply data to the business issue (a top-down approach), instead using up resources on bottom-up data mining.
(2) Valid. 
The quality of data is important, as is the way leaders are educated about the credibility of talent metrics.
(3)Compelling. 
HR can’t present raw numbers and expect the right message to come through. Analysts must understand the audience, tell a story, and deliver conclusions that tie together the principal facts.
(4) Transformative. 
Talent data should help a leader make better, faster decisions.


Adapted from “ Change Your Company With Better HR Analytics” by Mick Collins.

Men & women - when they apply for a promotion

April 28, 2014

HR Research 

Question : 
Do You Have to Be Perfectly Qualified Before You Can Apply for That Promotion?

Survey : 
An internal review at Hewlett-Packard revealed a striking difference between female and male employees . 
 Women applied for promotion only when they believed they met 100% of the qualifications listed for the job;  where as 
men applied when they thought they could meet 60% of the requirements. 
WHY ? 
The difference comes down to confidence, the writers say.

SOURCE: The Confidence Gap

Survey Conducted by :  Katty Kay and Claire Shipman . 

Manage Your Stress by Identifying What Triggers It

November 28, 2017

Manage Your Stress by Identifying What Triggers It

We all have things that set us off — particular triggers that cause a less-than-helpful knee-jerk reaction. Understanding what stresses you out can help you improve your emotional intelligence and resilience. One way to identify your triggers is by completing statements like “I become overwhelmed when…,” or “At work, I wish people would…,” or “I think it’s rude to…” You can also pay attention to your stress symptoms, such as sweaty palms, headaches, or tightness in your chest. Start watching for patterns in the situations that cause these symptoms. Maybe your manager learned that you missed an important deadline, or your colleague embarrassed you at a meeting. Once you’re aware of your triggers, you can actively manage how you react to them — instead of letting them control you.

Adapted from “Handle Your Stress Better by Knowing What Causes It,” by Anne Grady

The Best Way to Defuse an Argument Is to Listen

November 24, 2017

The Best Way to Defuse an Argument Is to Listen

Few things feel worse than getting yelled at by a coworker. When a colleague criticizes you, your first instinct is likely to be self-defense: You want to point out all the ways they’re wrong and you’re right. But even calmly contradicting the substance of your coworker’s argument may make things worse. Instead of rushing to justify your points, start by validating your coworker’s feelings and restating their views. For example, you could try, “I hear you. You don’t see your team’s input in what I just presented.” Showing that you’re listening and genuinely trying to understand your colleague’s perspective gives them less reason to holler. Although it might feel counterintuitive, demonstrating support for an angry colleague — without necessarily agreeing with their points — is one of the best ways to de-escalate a conflict.

Adapted from “How to De-Escalate an Argument with a Coworker,” by Liane Davey

When Changing Your Company’s Culture, Celebrate Small Wins

November 27, 2017

When Changing Your Company’s Culture, Celebrate Small Wins

If you’re trying to implement a new culture in your organization, employees are more likely to buy in if they see that the change is already sticking. Demonstrate small wins early on and showcase examples of how the new culture will help the company achieve its goals. Here’s an example. Before the pharmaceutical company Dr. Reddy’s rolled out the company’s new mission, “Good health can’t wait,” leaders redesigned the product packaging to be more user-friendly and recast its sales reps as knowledge hubs for physicians. When the cultural shift was introduced, leaders could point to projects already under way to show how it was succeeding. Celebrating the first small steps toward a new vision helps your employees understand what the new culture should accomplish — and gives them models to follow when making their own contributions to the shift.

Adapted from “Changing Company Culture Requires a Movement, Not a Mandate,” by Bryan Walker and Sarah A. Soule

Your Sense of Moral Purity May Block You from Making Professional Connections

May 13, 2014

Your Sense of Moral Purity May Block You from Making Professional Connections

Research participants who imagined themselves pursuing professional connections at a party felt dirtier afterward, on average, than those who had imagined themselves merely meeting a lot of people at the party and having a good time (2.13 versus 1.43 on a five-point dirty-feelings scale), say Tiziana Casciaro of the University of Toronto, Francesca Gino of Harvard Business School, and Maryam Kouchaki of Harvard University. Moreover, people in the former group were later more likely to take a favorable view of cleaning products such as soap, toothpaste, and window cleaner. This and other experiments suggest that networking in pursuit of professional goals can harm a person’s sense of personal moral purity, the authors write in a working paper.

SOURCE: The Contaminating Effects of Building Instrumental Ties: How Networking Can Make Us Feel Dirty

Three Ways Family Businesses Can Thrive

May 15, 2014

Three Ways Family Businesses Can Thrive

Family businesses are inherently messy. With work and life almost inextricably intertwined, balancing both worlds is challenging – and people can end up feeling exhausted, unappreciated, and stuck in certain problems. But family businesses can thrive by focusing on a few things: 

(1) Disentangle different relationships. 
To keep your house in order, create four separate discussion rooms (not silos) for specific interactions: one for business managers, one for the board, one for owners, and one for family members.
(2)Manage your “crocodile” brain. 
This is what neuroscientists call gut emotions that affect thought processes and dampen impulse control. Identify and understand the emotional side of business to make rational decisions.
(3) Develop the next generation. 
Your role, while central, is temporary. Prepare your children to succeed in your business by challenging them with real jobs, letting them fail, and then helping them up. Accept that they will lead differently.


Adapted from “ How to Thrive While Leading a Family Business” by Josh Baron and Rob Lachenauer.

How the Lucky Get Luckier

May 15, 2014

How the Lucky Get Luckier

In a study of online gamblers, those who had won several bets in a row were found to have a higher chance of winning their next bets, say Juimin Xu and Nigel Harvey of University College London. Losing streaks had the opposite effect, decreasing gamblers’ chances of winning the next bet. The apparent reason is that after winning, gamblers tended to place safer bets, believing (falsely) that they were “due” to lose; losers believed they were due to win and placed riskier bets. The effect was to create good luck for the already lucky and bad luck for the unlucky.

SOURCE: A Self-Fulfilling Fallacy?

Transform Setbacks into Possibilities by Shifting Your Mindset

November 22, 2017

Transform Setbacks into Possibilities by Shifting Your Mindset

Many of us can recall an experience that felt negative at the time but turned out to be a good thing in the long run. When faced with a setback — you were laid off, or your unit didn’t meet its revenue goals — don’t rush to label it “bad.” Instead, think about what’s most troubling to you about the situation. Are you worried about not finding another job? Not earning your bonus? Missing out on resources you need? Once you’ve identified the specific concern, ask yourself, “Is there any way in which this situation could turn out to be good?” This question will shift you away from negative thinking and open you up to new possibilities. Take it a step further and ask, “What can I do to make this positive scenario a reality?” As a result, you’ll have an action plan — and the benefit of an optimistic outlook.

Adapted from “To Build Your Resilience, Ask Yourself Two Simple Questions,” by Srikumar Rao

Spot the Trends That Will Actually Affect Your Business

November 21, 2017

Spot the Trends That Will Actually Affect Your Business

It’s always smart to pay attention to big-picture trends and patterns. But how do you translate those signals into usable insights for your business? Start by figuring out which trends matter. For example, a bank manager may not need to spend much time analyzing a general trend that individuals are moving closer to cities. But if the data shows that more people are renting homes rather than buying them — particularly in the region where she operates — this may indicate a decrease in loan requests in the future. By focusing on implications, you can find the trends that have the potential to impact your work. Meaningful insights can also come from combining trends and asking “What would happen if…?” Thinking through three or four plausible scenarios and how they might unfold will help you find new ways to overcome future challenges.

Adapted from the HBR Guide to Thinking Strategically

Write a Graceful Resignation Letter (Even If You Can’t Wait to Quit)

November 20, 2017

Write a Graceful Resignation Letter (Even If You Can’t Wait to Quit)

How do you write a graceful resignation letter when you’re leaving under unfortunate circumstances? Maybe your job is seriously damaging your health and well-being, or you even suspect your organization is behaving unethically — or illegally. Whatever the situation, you don’t want the substance of your letter to come back to haunt you, so don’t point fingers or level accusations. You need your current boss or HR department to be able to provide at least a neutral reference if future employers contact them. So, offer a genuine compliment in your letter, such as how much you’ve learned during your time at the company. Then give a believable reason for your departure. It doesn’t have to be the primary reason, but it should be truthful. For example, you might say, “I’ve realized I can best fulfill my goals by redirecting my career toward sales and marketing.” Being professional on your way out preserves your reputation, which will be critical to landing your next job.

Adapted from “When You Should Quit Your Job Without Having Another One Lined Up,” by Priscilla Claman

Motivate Your Team by Connecting Their Work to What Matters

November 17, 2017

Motivate Your Team by Connecting Their Work to What Matters

All managers need to motivate their employees, but many struggle to get it right. Bosses looking to deliver an effective pep talk should explain why the work they are asking people to do is important. How do the employees’ tasks connect to the organization’s purpose? Point out ways your team is making a real difference for customers, the community, or each other. The CEO of a pharmaceutical startup, for example, might say, “I know everyone here wants to help save lives from heart disease. That’s what our work is all about.” Or you can connect your employees’ responsibilities to their personal aspirations. A fast-food restaurant manager could tell teenage workers, “One of our company goals is to provide good, stable jobs so that you have money to help your families and save for college.” Research shows that connecting work to meaning is the toughest part of a pep talk to deliver, but getting it right is essential to motivating your team.

Adapted from “The Science of Pep Talks,” by Daniel McGinn

To Change Company Norms, Get Other Leaders’ Support

November 16, 2017

To Change Company Norms, Get Other Leaders’ Support

When you become a manager, it’s likely that your team already has norms in place. You may notice bad practices that need correcting right away, such as using work hours for personal projects or neglecting customers during too-long lunch breaks. Before you implement a new policy, however, determine whether leaders in the organization ignore the poor behavior. It will be tough to get your team to change if they know employees on other teams are getting away with it. So if some leaders condone the behavior, your first step is to convince them a change is necessary. Start by collecting information about the problem: What is this behavior costing the organization? How often does it occur? Does it damage customer service or another area of the business? Present your colleagues with data that makes a compelling business case. And structure your argument around business outcomes, not a moral appeal. You need your boss and fellow managers on your side before you can address a long-tolerated issue with your employees.

Adapted from “What to Do When You Inherit a Team That Isn’t Working Hard Enough,” by Joseph Grenny

Approach Aversion

May 16, 2014

Should You Approach Your Audience When Giving a Talk? Maybe Not

People feel better about objects and people–whether positive, negative, or neutral–that are seen to be receding rather than approaching, says a team led by Christopher K. Hsee and Yanping Tu of the University of Chicago. For example, research participants viewed a neutral-looking person in a video more positively when he was walking backward away from the camera than when he was walking toward it (3.67 versus 2.70 on a seven-point scale). Approach aversion, which also applies to events in time, may have an evolutionary basis: Humans have developed a tendency to be on guard against stimuli that are approaching, the researchers say.

SOURCE: Approach Aversion: Negative Hedonic Reactions Toward Approaching Stimuli

Pay Attention to the Trends Happening Inside Your Company

November 07, 2017

Pay Attention to the Trends Happening Inside Your Company

When we think about trends that affect our business, we often look to things happening outside our companies. But it’s just as important to pay attention to internal signals that may present opportunities or challenges right in front of you. Watch for signs related to people, process, products, and strategy: Have there been any new hires or departures of key employees in the company? Are there patterns in the types of requests you’re receiving from stakeholders? How might the introduction of a new product affect your line of business? Does a series of new products signal a change in direction? After reflecting on questions like these, consider the implications of the trends. Ask yourself, What might these changes mean for me and my department? The answers to these questions will help you identify where your own strategy and priorities may need to adapt.

Adapted from the HBR Guide to Thinking Strategically

Managers, Tell Your Employees How You Like to Work

November 09, 2017

Managers, Tell Your Employees How You Like to Work

There’s typically an adjustment period when managers take over a team, as they and their direct reports learn how best to work together. Accelerate this learning process — and keep your team from having to guess your management style — by creating and sharing a work-style table. In the left column, add your characteristics and behaviors. For example, “I raise tough issues up front and directly” or “I’m not a morning person.” In the right column, add suggestions for how others can work with your preferences. For example, alongside “I raise tough issues,” you could write “If you feel my response is blunt or direct, realize that it’s about the issue, not about you personally.” And next to the “morning person” entry, you could write, “Avoid scheduling meetings where I have to make a big decision before 10:00 AM.” Being open about your management-style preferences can mitigate misunderstandings and help your team work together more productively.

Adapted from “Do You Know How Each Person on Your Team Likes to Work?” by Sabina Nawaz

Set Clear Boundaries with Needy Employees

November 13, 2017

Set Clear Boundaries with Needy Employees

As a manager, you probably wish you could give all the people on your team more attention. But sometimes certain employees seem to need more than their fair share of your time. Maybe they repeatedly ask you to review their work, or regularly show up at your desk with questions. If one of your employees is demanding too much of your resources, try setting clearer boundaries. The next time the employee comes over, you could say, “I have 15 minutes before my next meeting, and I can talk to you for that amount of time,” or “I am just going into a meeting. Can we table this conversation for your next one-on-one?” And be explicit about your expectations. You could say something like, “You’ve been coming to see me three times per week. Let’s try once per week from now on.” You need to help your employee unlearn a pattern of coming to you for every little thing.

Adapted from “How to Manage a Needy Employee,” by Rebecca Knight

Before a Difficult Conversation, Consider Your Counterpart’s Perspective

November 15, 2017

Before a Difficult Conversation, Consider Your Counterpart’s Perspective

It’s natural to go into a difficult conversation focused on what you want from the situation. But thinking only about your goals won’t give you and your counterpart the common ground necessary to resolve the conflict. You need a good understanding of what the other person’s objectives and interests are. They had a rationale for the way they’ve behaved so far (even if you don’t agree with it), so what might that be? Think about what’s going on for them. Ask yourself: What are they hoping to accomplish? Why does this matter to them? If you’re not sure, ask someone you trust what they think is going on in your counterpart’s mind. You might say something like, “I’d love some advice and coaching. I haven’t worked much with Akiko before, but I know you have. Can you help me understand how she might be seeing this situation?” Putting yourself in the other person’s shoes will give you information you can use to navigate the discussion and propose solutions that meet both of your needs.

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

Leaders & emosans

November 14, 2017

To Inspire Your Team, Show Some Emotion

Keeping a cool head at work is important for decision making and team cohesion, but it can have an unintended drawback: Your calm professional persona may be so rigid that you forget to be yourself or show your emotions.

 As a leader, it’s hard to generate enthusiasm among your direct reports if you always wear a serious face. 

Next time you prepare for an important speech or meeting, think about the emotional takeaway you want to impart to your employees. Then choose words that match your emotional tone.

 If you want your team to feel confident, for example, say you are “proud” and their ideas are “powerful.” Or if your team is facing a tight deadline, tell them the task is “critical” and you’re “eager” to meet the opportunity so that your organization won’t “miss out.”

 Without emotional language, your message may fall flat, so be forthcoming about how you feel — a leader’s emotions are contagious. If you project excitement or encouragement, your team will pick up on your energy.

Adapted from “New Managers Shouldn’t Be Afraid to Express Their Emotions,” by Kristi Hedges

Use Quick Feedback Sessions to Exchange Advice with Coworkers

November 10, 2017

Use Quick Feedback Sessions to Exchange Advice with Coworkers

If you’ve ever hesitated to offer critical feedback to a colleague, you’re not alone. Even when we perceive a problem, we often stay silent to avoid being seen as an interfering know-it-all. You can get over this discomfort by setting up “speed dating” feedback sessions with your coworkers. Meet one-on-one with a teammate for 20–30 minutes. Take turns offering your observations of each other’s leadership effectiveness or strategy execution. This is your opportunity to provide feedback that helps your coworker get back on track — and to listen to their advice about how you can improve in your own role.

 Repeat this process with each teammate, making plans to follow up as needed. Checking in with your coworkers and offering constructive feedback sets the expectation that you all share responsibility for each other’s success.

Adapted from “How to Make Raising Difficult Issues Everyone’s Job,” by Ron Carucci

Avoid These 4 Behaviors That Derail Conversations

November 08, 2017

Avoid These 4 Behaviors That Derail Conversations

When difficult conversations at work go wrong, they can rapidly devolve into unproductive arguments. Keep your discussion on track by minding the A-BCDs: Avoid Blame, Contempt, Defensiveness, and Stonewalling.

Blame. Try not to make assumptions about what your colleague is thinking, and don’t make groundless accusations. Keep the conversation focused on facts.
Contempt. Acknowledge when you’ve lashed out in exasperation, and do your best to avoid making judgments.
Defensiveness. Take responsibility for your part in the conversation. Are you open to input, or do you interpret new ideas as criticism?
Stonewalling. Commit to listening and contributing with an open mind, instead of avoiding an unpleasant topic or refusing to participate fully in the conversation.
Any of these behaviors can derail a discussion, so make a commitment to yourself — and your teammates — to avoid them.

Adapted from “8 Ways to Get a Difficult Conversation Back on Track,” by Monique Valcour

If You’re the Boss’s Favorite, Don’t Flaunt It

November 03, 2017

If You’re the Boss’s Favorite, Don’t Flaunt It

Being the boss’s favorite can feel good, especially if you’re privy to information that others in your organization don’t know. But there’s a downside to being the first to hear breaking news: If you share your insider information, even with good intentions, your coworkers won’t thank you. In fact, it’ll seem like you’re just flaunting your special status. So avoid the role of boss’s messenger, and don’t let your coworkers use you to ferry their requests or concerns to the top. Politely but firmly decline to speak to the boss on anyone’s behalf, and keep your peers’ off-the-record complaints to yourself. By being trustworthy, humble, and discreet, you’ll prove yourself as a team player and ensure your reputation survives your time in the boss’s favor.

Adapted from “Being the Boss’s Favorite Is Great, Until It’s Not,” by Liz Kislik

How to Screen for Motivated Workers Who Are Drawn to Your Social Mission: Observe their choice !

May 02, 2014

How to Screen for Motivated Workers Who Are Drawn to Your Social Mission: Observe their choice ! 

Research Finding 
Providing employees with a social “mission” in their jobs  ( for an NGO ) doesn’t increase their effort ( of employees ) . 
The Experiment : 
 In an experiment in which workers could generate donations to NGOs of their choice, people whose jobs had a mission made no more effort than purely self-interested workers ( who were only  interested in the commissions based on the funds generated ) . 
Observation 1 : 
However, there’s a subgroup of workers who CHOOSE mission-oriented jobs, and these workers tend to be more motivated !  If you’re a mission-driven company, you can screen for them by the choices , employees make  ! 
Research conducted by :  Sebastian Fehrler of the University of Zurich and Michael Kosfeld of Goethe University Frankfurt.
SOURCE: Pro-social missions and worker motivation: An experimental study
Courtesy : Harvard Business Review 

Don’t Ignore the Customers Who Love You Most

May 07, 2014

Don’t Ignore the Customers Who Love You Most

Many managers are skeptical of superconsumers’ potential, assuming they can’t be persuaded to buy more -- even though they’re responsible for a large portion of a product’s sales, highly engaged with the brand, and not particularly price sensitive. 
As companies build up their analytic capabilities, they must become better at identifying and engaging this group. Doing so can often reveal hidden opportunities for growth and insights that can drive product strategy.
 Because superconsumers are passionate about a category or brand, they are an ideal audience for testing out new product ideas (in many cases, they themselves are a source of new ideas). 
And they’re easy to reach, so you can increase the efficiency of your advertising and promotions by focusing efforts on a narrow slice of your customer base, instead of trying to activate lapsed users through expensive mass-market campaigns. 

Adapted from “ Make Your Best Customers Even Better” by Eddie Yoon, Steve Carlotti, and Dennis Moore.

To Be a Coach or Consultant After You Retire, Start Recruiting Clients Now

November 02, 2017

To Be a Coach or Consultant After You Retire, Start Recruiting Clients Now

The vast majority of senior professionals don’t want to retire. They have interesting, fulfilling work that they’d like to continue — just not at the same frenetic pace. That’s why so many people, lured by the promise of flexible hours, higher rates, and location independence, are intrigued by the idea of becoming a consultant or coach. If you’re interested in pursuing this secondary career, start recruiting clients now. Take on a few volunteer clients on the side, while you’re still employed, in exchange for testimonials and future referrals (assuming it’s a good experience). And use your existing network: Senior leaders you already know may become your first clients, so tell them about your upcoming retirement plans. If you’ve already been inspiring your colleagues for years, you may be surprised by how ready they are to have you consult for them professionally.

Adapted from “How to Become a Coach or Consultant After Your Retire,” by Dorie Clark

When Leading a Change Effort, Get Reluctant Employees On Board First

November 01, 2017

When Leading a Change Effort, Get Reluctant Employees On Board First

Change is hard. Most people have an inherent bias toward maintaining the status quo. If you’re leading a change effort, identify the employees most likely to undermine it, and help them get on board first. Plan two face-to-face conversations with each reluctant employee. Your goal in the first conversation is to listen and understand why your colleague is holding out. Your goal in the second is to show you have reflected on their input and to explain how and why your approach to organizational change will (or won’t) be different as a result. Have these conversations two to seven days apart, so your employee feels you’ve given their ideas thoughtful consideration. And give each talk enough time — your discussion should be unhurried and allow you to focus on the person who’s resisting the change.

Adapted from “Overcome Resistance to Change with Two Conversations,” by Sally Blount and Shana Carroll