To Get Employees on Board with Change, Tell Them How They Benefi

December 14, 2018
To Get Employees on Board with Change, Tell Them How They Benefit
Change can create uncertainty, instability, and stress for your team. To get people on board with a change, and to ease them through the transition, it’s helpful to clearly articulate the meaning or purpose behind it. Start by crafting a narrative that explains the big picture: why the change is important and how it will positively affect the organization over the long term. Be consistent with this narrative; all of your communications should tie back to it, reiterating the case for change and presenting a compelling vision for the future. Sometimes you won’t have all the answers about the situation, so be honest about what you know and candid about what you don’t. Tell employees that you are committed to communicating openly and transparently, and will follow up as soon as you know more. And don’t forget to articulate how the change will benefit them. If team members understand what’s in it for them personally, they’re more likely to commit.

Adapted from “Don’t Just Tell Employees Organizational Changes Are Coming — Explain Why,” by Morgan Galbraith

To Pitch an Idea, Take a Lesson from Hollywood Screenwriters

December 4, 2018
To Pitch an Idea, Take a Lesson from Hollywood Screenwriters

When Hollywood screenwriters pitch their movie ideas, producers are typically listening for a logline: one or two sentences that explain what the movie is about. If there is no logline, more often than not, there is no sale. This is a valuable lesson for business leaders trying to answer basic, essential questions: What does your startup or product do? What’s your new idea? You should be able to respond in a compelling sentence that is both easy to say and easy to remember. Identify the one thing you want your audience to hold on to. The iPod, for example, was “1,000 songs in your pocket.” A sales rep for a large tech company might focus on savings: “Our product will reduce your company’s cell phone bill by 80%.” Your logline should specify the problem you’re solving and give people a story they can take to other decision makers in their organizations.

Adapted from "The Art of the Elevator Pitch," by Carmine Gallo

Tell Your Employees It’s OK to Look for Other Jobs (Yes, Really)

November 13, 2018

Tell Your Employees It’s OK to Look for Other Jobs (Yes, Really)

Encouraging your star performers to consider outside job offers might seem like a bad idea. But doing so sends them a clear signal that you care about their learning and development. Tell the people you manage that you want them to consider all options for their careers. This will help them to talk openly with you about their career plans, which in turn will give you the time and opportunity to find a way to keep them when they’re considering a job offer. Maybe you can give them a new project, add to their responsibilities, or negotiate a raise. And if you think an employee has grown as much as they can in your company, support their efforts to get a job somewhere else. Your transparency will make them more likely to recommend your company as a great place to work, and maybe even to return in the future.

Adapted from "Why I Encourage My Best Employees to Consider Outside Job Offers," by Ryan Bonnici

Getting Better at Handling Disappointments

October 30, 2018
Getting Better at Handling Disappointments
Disappointments are inevitable and unpleasant —­ a missed promotion, a failed project, a poor investment — but you can always learn something from them. To constructively deal with your next setback, think through what happened. Distinguish situations that were predictable and preventable from those that were unavoidable and beyond your control. Ruminating over something that didn’t go your way — and that you couldn’t control — will only frustrate you further. For situations that you could have handled differently, consider them in positive terms: What can you do differently next time? What lessons can you learn from the mistakes you made? And remind yourself of what’s going well in your life, so you don’t let the disappointment take an outsize role in your brain. It might sound like a cliché, but keep the setback in perspective — and try to let it go. You may be tempted to play the situation over and over in your head, but staying preoccupied with it will only create unnecessary stress.

Adapted from "Dealing with Disappointment," by Manfred F. R. Kets de Vries

Boost your Emo with these 3 questions

October 29, 2018
Improve Your Emotional Intelligence with a Specific, Feedback-Based Plan

It’s not always obvious how to improve your emotional intelligence skills, especially because we often don’t know how others perceive us.
 To figure out where you can improve, start with a reality check:
 (1) What are the major differences between how you see yourself and how others see you? You can get this kind of feedback from a 360-degree assessment, a coach, or a skilled manager. 

(2) Next, consider your goals. 
Do you want to eventually take on a leadership position? Be a better team member? Consider how your ambitions match up with the skills that others think you need to improve. 

(3) Then identify specific actions that you’ll take to improve those skills. Working on becoming a better listener? You might decide that when you’re talking with someone, you won’t reply until you’ve taken the time to pause and check that you understand what they said. Whatever skill you decide to improve, use every opportunity to practice it, no matter how small.

Adapted from "Boost Your Emotional Intelligence with These 3 Questions," by Daniel Goleman and Michele Nevarez

When Starting a Side Hustle, Focus on the Right Things

November 1, 2018
When Starting a Side Hustle, Focus on the Right Things
A side gig can be a great source of extra income, but when you’re launching one it’s easy to focus on the wrong things. For example, you shouldn’t be fretting over how much to pay for a fancy logo or website, or whether to incorporate as an LLC or an S corporation. In the early stages, those things aren’t critical. What is critical is determining whether you even have a business — meaning, do customers want to buy what you want to sell? Run a small, inexpensive test to see if there’s preliminary interest: If you’d like to write a book about a particular topic, write a blog post and see what the response is. If you’d like to start a coaching practice, take on a pro bono client and see how it goes. Most successful businesses do eventually need a nice website and a proper legal structure, but those complex and expensive steps can wait until after you’ve proven your idea.

Adapted from "How to Get Your Side Hustle Off the Ground," by Dorie Clark

Is It OK to Tell a Lie If Your Intentions Are Good?

November 2, 2018
Is It OK to Tell a Lie If Your Intentions Are Good?
People often lie in an attempt to be kind. (“You look great in that outfit!”) When is it OK to tell an innocuous fib, and when is the truth a better bet? Before you tell a white lie, ask yourself if you’re sure it will lead to a better result in the long run. Sometimes the answer will be obvious; in other cases it may not be so clear. Consider whether the other person prefers comfort or candor, as well as whether they want different things in different situations. If you don’t know, ask. With colleagues, for example, you could ask what type of feedback they generally appreciate, and when they want to hear tough but constructive criticism. But in most circumstances, as the saying goes, honesty is the best policy. If you’re not sure what to do, ask a group of people for advice — and if they don’t unanimously agree that a lie is OK, tell the truth.

The More You Work from Home, the More You Need to Build Relationships with Colleagues

October 26, 2018
The More You Work from Home, the More You Need to Build Relationships with Colleagues
Working from home can be a coveted perk (No commute! No interruptions!), but it can also cut you off from coworkers and your friends at the office. How can you combat loneliness when you work remotely? First, make sure you see your colleagues’ faces from time to time. Instead of phone calls, use videoconferencing so that you can see the other person. This helps you read their body language, creating a more natural conversation. Second, don’t skip the small talk. When you work from home, you may try to avoid “wasting time” by keeping the conversation on work topics. But small talk is the cement that creates rapport. So before a meeting starts, ask your colleagues about recent vacations, their kids’ sports matches, or upcoming wedding plans. These small details can build deeper relationships that are both personally gratifying and professionally beneficial.

Adapted from "How to Avoid Loneliness When You Work Entirely from Home," by Dorie Clark

If a Career Change Would Reduce Your Salary, Try Living on That Salary First

When it comes to a major career change, pay is often a sticking point. Can you afford to switch jobs if you’d be making less money? Eliminate some of the uncertainty by testing out your new salary. Figure out what you expect to earn, and live on that for two to four months. This will give you a realistic picture of daily life in your new career. If you’d be making significantly less money, think hard about what you could cut back on — meals out, expensive groceries, or TV subscriptions, for example. At the end of your test, revisit your budget to see how you did. And, of course, check in with your spouse, partner, or other family members to discuss the financial implications of your career change. Setting expectations for what you will, and won’t, be able to afford will leave less room for surprises.

Adapted from HBR Guide to Changing Your Career

How to Support Your Spouse If Work Is Stressing Them Out

October 22, 2018
How to Support Your Spouse If Work Is Stressing Them Out

Even if you find it easy to leave your worries at the office, your spouse or partner may not. How can you help them cope with work stress?
 For starters, really listen. When your partner gets home and begins telling you about an office frustration, don’t “half listen” while you do the dishes or make dinner. Stop, pay attention, and empathize.

 Sometimes they may just want to vent; other times they may want your advice. If you’re unsure what they need from you, ask. You can offer advice — but be gentle about it. 
Say something like, “I have a suggestion for that problem. Can I share it?” 

And if you get the sense that your partner is misreading a situation at the office, ask nonthreatening questions to learn more: “What makes you think that’s the case?”
 Whatever you do, never compare your spouse’s stressful day with your own. Stress endurance is not a competition.

Adapted from "How to Help Your Spouse Cope with Work Stress," by Rebecca Knight

Stop Using Conference Calls and Start Using Videoconferencing

September 19, 2018
Stop Using Conference Calls and Start Using Videoconferencing
We all know what happens on conference calls. People dial in and then multitask, barely paying attention. You spend more time refocusing the conversation and getting people to participate than you do solving problems. The next time you have a meeting with people in another office or city, consider using videoconferencing instead. The visual connection ensures that people stay engaged and focused, and that those who are struggling to join the conversation can visually indicate that they’d like to talk. And unlike conference calls, videoconferencing allows us to consider not only the words being spoken but also the facial expressions, posture, and body language involved — all the cues we use to intuitively decode what’s really being said. The discussion will feel more organic, which will increase the quality of the ideas and the thoughtfulness of the comments, and make it easier for you to keep people fully engaged.

Adapted from “Stop Scheduling Conference Calls and Finally Commit to Videoconferencing,” by Scott Edinger

Pump Yourself Up Before a Presentation

October 4, 2018
Pump Yourself Up Before a Presentation
Giving a talk in front of an audience can be stressful, and our bodies react to that stress in different ways. If you’re someone who gets jittery and anxious, or whose energy levels flatline, try an exertion ritual before your next presentation. The ritual is just what it sounds like: You exert yourself in order to get your heart moving, feel in touch with your body, and boost your energy. You might do a brief workout before heading to the venue, dance in your hotel room, or even jump up and down backstage. An exertion ritual can amp you up while also reducing your levels of stress hormones. It can be especially helpful if you’re presenting at a high-energy event like a sales conference, or if you feel ambivalent about the subject of your talk and need to project enthusiasm. Choose an activity that suits you; the key is to tap into what helps you perform at your best.

Adapted from "How to Pump Yourself Up Before a Presentation (or Calm Yourself Down)," by Nancy Duarte

Don’t Let Your Inbox Boss You Around

October 15, 2018
Don’t Let Your Inbox Boss You Around
If you have moments of feeling overwhelmed by your inbox, you’re not alone. But don’t set up unrealistic habits for yourself, such as, I need to reply to my boss more quickly than she replies to me or I need to reply to any new email that day. Clarify expectations with others. Instead of assuming that your boss needs something done immediately, ask her when she needs it. Instead of dropping what you’re doing to write a detailed reply to someone, quickly let them know when you’ll get back to them. And don’t feel pressured to respond to emails sent after hours, or even late on Friday afternoon. Whoever contacted you as they were running out the door might not want a response during the weekend. If you don’t reply until Monday, most people will understand — and they may appreciate your helping them with their own boundaries.

Adapted from "5 Things to Do When You Feel Overwhelmed by Your Workload," by Alice Boyes

How to Email Someone You’ve Lost Touch With

October 18, 2018
How to Email Someone You’ve Lost Touch With
When you really need a favor from someone you haven’t talked to for a while, reaching out can be awkward. Re-break the ice by sending them an email with a clear subject line, like “Reconnecting.” Early in the body of your email, acknowledge that some time has passed since you last spoke, and briefly update them on what you’ve been doing professionally. This will provide useful context for your request. Then let them know what kind of help you need. You want to sound friendly and confident that your request is something they’ll want to say yes to. But give them an easy way to say no, and offer to return the favor either way: “I’m sure you’re really busy, so thanks in advance for considering it. Please let me know how I can be helpful to you, either now or in the future.” And then stay in touch — that way it won't be awkward the next time you want to say hello.

Adapted from "How to Email Someone You Haven’t Talked to in Forever," by Rebecca Zucker

How Women Can Build Relationships in a Male-Dominated Office

October 19, 2018
How Women Can Build Relationships in a Male-Dominated Office
When you’re one of the only women in the office, developing the genuine relationships you need to advance can be a challenge !! 

 Look for easy ways to connect: 
(1) Get to the office 10 minutes early and walk around to see who else is in. 
(2) Use 30 seconds in the elevator to catch up with a colleague, or to find a time to do so. 
(3) Arrive five minutes early to meetings and talk to someone you don’t know (instead of hiding behind your phone). 
(4) Walk to the train with a coworker who’s going your way. (5) Being fully present in the office can help you make many more crucial connections. 
Caution : 
And don’t force yourself to take up hobbies or participate in activities just because your male colleagues like them. If golf or late evening parties  isn’t your thing, that’s OK !! 
Decide what you do like and invite a few colleagues along for the fun.

Adapted from "4 Ways Women Can Build Relationships When They Feel Excluded at Work," by Brenda F. Wensil and Kathryn Heath

Should You Trust That Research Study You Read About?

October 9, 2018
Should You Trust That Research Study You Read About?

Academic studies in the social sciences often find very different results from each other, which makes it hard to know which ones to trust. To be a smart consumer of this type of research, do a few things. 
(1) First, don’t rely too much on any one study.
 Whenever possible, look for meta-analyses or systematic reviews that compare the results from many studies, as they can provide more-credible evidence and suggest reasons that results differ.

 (2) Second, pay attention to a study’s SAMPLE SIZE. Researchers are less likely to successfully replicate others’ results if the study looked at a small number of people or companies, for example. 

(3) Similarly, consider the PECULIARITIES  of the sample or the study’s methods.
(a)  How did the researchers come to study the specific sample they did? 
(b) What kinds of factors could have skewed the results?
(c)  Finally, always remember: If a study’s results sound too good to be true, they probably are ! 

Adapted from "How to Be a Smart Consumer of Social Science Research," by Eva Vivalt

Coaching and mentoring - Goal Setting

September 26, 2018
Help a Direct Report Who Doesn’t Have Clear Career Goals

As a manager, helping your direct reports achieve their career goals is part of your job. But what do you do if they aren’t sure what those goals are? First, tell the person that it’s OK — and sometimes even preferable — not to have a concrete career path in mind. Being overly attached to a specific plan can cause people to miss opportunities that aren’t on the prescribed route. Next, ask questions to understand what drives the employee, such as, “What problems excite you?” and “What types of work do you want to do less of and more of?”From there, encourage them to think about the skills they’ll need in the future, focusing on those that will be transferrable to other jobs or roles. Then suggest they try small experiments to learn more about what they like to do and where they need to develop.

Adapted from “How to Mentor Someone Who Doesn’t Know What Their Career Goals Should Be,” by Tania Luna and Jordan Cohen

Working Parents Don’t Have to Give Up on Networking

September 28, 2018
Working Parents Don’t Have to Give Up on Networking ! 

Working parents can struggle to find time for networking, especially since it often happens during after-work drinks or faraway conferences. But there are ways to fit networking into your busy life.

 The first thing to remember is that it isn’t always about meeting new people; it’s also about maintaining connections.

 Find people you’ve lost touch with, and look at their social media profiles for updates on their lives. Did someone get married recently, move, or get a promotion? These are all perfect reasons to reach out.
 Another way to strengthen your existing network is to introduce contacts who would benefit from knowing each other (just make sure they both know an introduction is coming).

 And if you’re looking to expand your circle, think beyond the coffee or lunch date. Use video conferencing to meet new people “face to face” without leaving the house or office. 

The great thing about these strategies is you can do them from almost anywhere, and whenever works best for you.

Adapted from “Making Time for Networking as a Working Parent,” by David Burkus

How to motivate an employee who has done a good job

September 27, 2018
Recognize an Employee’s Good Work by Asking How They Pulled It Off
Employees want to feel appreciated, but a simple “Great job!” isn’t always motivating — especially if you say it all the time. 
When you want to praise someone for their work on a project, try being curious about how they pulled it off. 
You might say something like, 
“That was really impressive. Will you tell me how you did it?” By showing interest in the story behind the accomplishment, you honor the results as well as the person who reached them. You also get a view into how the person solves problems, what parts of the work they love, and what makes them feel proud — insights that can be helpful when making assignments. 
And if the employee suffered any personal costs during the work, acknowledge the toll it took. 
Whether they gave up time with family or bore the political risks of a highly visible project, talking about the costs will encourage the person to be honest with you in the future.

Adapted from “What Not to Do When You’re Trying to Motivate Your Team,” by Ron Carucci

Who is the right manager for Coaching ? How do you select ?

September 25, 2018
Are You Wasting Your Company’s Coaching Budget?
Not every executive will benefit from working with a coach. And if you’re the person who decides which company leaders get to work with an outside expert, you want to spend your budget wisely. To assess whether a struggling leader is ready for coaching, watch for a few red flags. First, be wary of an executive who always has an excuse when things go wrong. Coaching requires self-awareness and introspection, so someone who consistently blames external factors for their problems may not be a great choice. Second, think carefully about a leader who favors quick-fix tactics. The best candidates for coaching are willing to challenge their assumptions and beliefs about how to get things done. And third, beware of managers who delay the start of coaching to “do more research” or “find the right person.” It may be a sign that they're just not ready to confront their issues.

Adapted from “4 Signs an Executive Isn’t Ready for Coaching,” by Matt Brubaker and Chris Mitchell

Schedule Time for Your Most Important Work

September 17, 2018
Schedule Time for Your Most Important Work
No one likes getting to the end of the day and feeling that, even though you’ve been frantically working for eight hours, you haven’t accomplished anything important. To avoid spending all your time answering emails and texts, try scheduling important tasks in your calendar. Block out an hour or two so that the task doesn’t get lost in the blur of the day. For something really important, block out most of the day (even if you won’t need that long). And if you habitually set goals so lofty that you end up putting them off, try this: When you consider a goal, also consider a half-size version. Mentally compare the two versions and ask yourself which is more realistic. If your task still feels intimidating, shrink it further until it seems doable. You might end up with a goal that’s one-fourth or one-tenth the size of what you initially considered — but it’ll feel much more achievable.

Adapted from “How to Focus on What’s Important, Not Just What’s Urgent,” by Alice Boyes

minimize memebers in office meetings

September 14, 2018
The Invite List for Your Next Meeting Is Probably Too Big
Most meetings have too many people in them. Deciding who to include can be tricky, but don’t default to inviting everyone on the team. To have the right people — and only the right people — in the room, you have to know specifically what you’re going to address. Create a clear agenda and then ask yourself: Who must be present for this discussion to yield results? Who would you cancel the meeting for if they could not attend? Start with this core group. Add more people only if you think they will add value to the conversation or gain value by being there. To avoid irking those who weren’t invited, share the criteria you used to decide. For example, perhaps you focused on who has the most knowledge about the topic or who will be involved with the implementation. If you still get complaints, let people ask to be included next time, and then err on the side of granting their request if they present a solid reason for attending.

Adapted from “The Most Productive Meetings Have Fewer Than 8 People,” by Paul Axtell

If You’re Speaking on a Conference Panel, Don’t Wing It

September 13, 2018

If You’re Speaking on a Conference Panel, Don’t Wing It

Being asked to speak on a panel can be an honor, but don’t think of it as a walk in the park. Sure, it’s less nerve-wracking than delivering a solo talk, but just showing up and answering the moderator’s questions is unlikely to make for an interesting discussion.

 Spend time preparing what you’ll say, and start by reaching out to the moderator well before the event. Ask how they intend to run the session. 
For instance, will they call on people to answer particular questions, or will it be a free-for-all where you’re expected to jump in?
 Do they have a list of questions already prepared, and if so, can they share it with you? 

That information will allow you to picture how the panel will go and steel yourself in advance if, for instance, you’re a bit shy and aren’t used to fighting for airtime.
 You’ll also want to plan out your talking points and try to speak up early on. 

The person who talks first often sets the tenor of the debate — plus you can ensure the person speaking before you doesn’t steal the key point you wanted to make.

Adapted from “How to Prepare for a Panel,” by Dorie Clark

After a Promotion, Recalibrate Your Work Relationships

September 12, 2018
After a Promotion, Recalibrate Your Work Relationships
When you're promoted to a new job, a lot of your relationships at work will change. People who used to outrank you may be your peers now, for example. Take some time to think about the new dynamics and how you should reset coworkers’ expectations. Then schedule a series of one-on-one meetings with your colleagues and ask how your role can help them. Your objective is to become a good partner to your peers. Asking for their input shows that you appreciate their counsel and value collaboration. And be patient in those early days: Colleagues may need time to adjust to your position on the team. Listen to and learn from others rather than charging ahead with your ideas. Project competence and confidence — along with a healthy dose of humility. You don’t want to be seen as too focused on your own success.

Adapted from “How to Prove Yourself After a Promotion,” by Rebecca Knight

Managers, Protect Your High Performers from Burnout

September 11, 2018
Managers, Protect Your High Performers from Burnout
When a high performer on your team burns out, you might think it’s their problem to solve. But as a manager, it’s your job to help employees keep their stress under control. You can protect your stars from burnout by giving them some autonomy in choosing their projects. Don’t just put them on your toughest tasks; letting them choose ensures they’re working on assignments that excite them. You can also pair the person with another high performer on a hard project, which will help the two employees challenge and push each other. (You may be tempted to group high performers with low performers, but that’s likely to increase the high performers’ workloads and sap their morale.) These pairs should consist of employees at similar levels. Placing a talented entry-level employee with a high-performing leader won’t have the same effect.

Adapted from “How Are You Protecting Your High Performers from Burnout?,” by Matt Plummer

Your Team Should Get Along Well — but Not Too Well

September 18, 2018
Your Team Should Get Along Well — but Not Too Well
It’s good if the people on your team like one another, but too much harmony can dampen creativity and innovation. Of course, you don’t want team members to be at each other’s throats, but when everyone always gets along, complacency can set in. To keep this from happening, encourage productive conflict — the kind where people express disagreements, negotiate different viewpoints, and work under a certain amount of pressure. Encourage people to speak honestly, even when it feels uncomfortable. If the team needs a little push, assign one or two people the role of devil’s advocate to get opposing views on the table. You can also disrupt complacency by setting bold but achievable goals for your team. People tend to perform at their best when tasks are moderately difficult, so create some tension between the skills your team has and those required to accomplish a certain task. Projects should be feasible — but it’s OK if the team struggles with them a little, too.

Adapted from “Too Much Team Harmony Can Kill Creativity,” by Darko Lovric and Tomas Chamorro-Premuzic

To Connect with Your Audience, Share Personal Stories

September 10, 2018
To Connect with Your Audience, Share Personal Stories

Leaders often shy away from sharing personal stories in their talks and presentations, because they’re afraid of revealing their struggles or appearing unprofessional. 

But this is a missed opportunity to connect with your audience: 
Stories that expose our human flaws and vulnerabilities are often what inspire people! 

 To unearth your inspiring stories, think through the nouns that are important to you — the people, places, and things that have shaped your life. 

Some of your experiences may be too personal to share, but you may uncover anecdotes that will become the basis of a great story.

 Write one-line summaries of your best anecdotes, and catalog them; you could sort them by situation, theme, mood, or moral. When you’re planning your next talk, look through your catalog of stories and consider who’s in your audience and what they care about. Choose a story that fits their values, goals, and interests, and that will send the message you want to convey.

Adapted from “How to Identify and Tell Your Most Powerful Stories,” by Nancy Duarte

If Your Boss Doesn’t Advocate for You, Find a Sponsor Who Will

September 7, 2018 A boss who doesn’t advocate for you can stunt your growth and limit your career opportunities. But rather than getting frustrated by the situation, take matters into your own hands. Start by letting go of whatever anger or hurt you feel toward your boss. You can’t shame someone into helping you, and it’s likely that your negative feelings will only make the situation worse. Then try to find a senior leader who will advocate for you. The ideal sponsor is a powerful, high-ranking person in your organization. Sponsors typically choose their protégés, so you’ll want to increase your visibility to help the person notice you. Raise your hand to participate in organization-wide task forces and cross-functional teams. By contributing to important strategic projects, you’ll build your skills and interact with new people. Working for a boss who doesn’t recognize your potential isn’t necessarily a career-killer — as long as you find others who do. Adapted from “What to Do When Your Boss Won’t Advocate for You,” by Nicholas Pearce

When Working Across Cultures, Understand What Silence Means

September 3, 2018

Cultural differences aren’t always obvious. Take silence, for example. At the end of a meeting, you might ask whether anyone has a question. But if your colleagues come from a culture where people tend not to ask questions in a public setting, they will keep quiet — but out of respect, not because they don’t have something to ask. That’s why it’s important to learn more about communication differences between your culture and your colleagues’: Do people shake their heads to mean yes (as they do in Bulgaria) rather than nodding their heads (as in the U.S.)? Do they defer to authority in public? Knowing these kinds of differences will help you understand what your coworkers are really saying — or aren’t saying. So instead of assuming that silence in the meeting means your colleagues don’t need clarification, you might say, “Many people new to projects like this one have a number of questions. What are some of the issues you want to know about?”

Adapted from “3 Ways to Identify Cultural Differences on a Global Team,” by Art Markman

How Working Parents Can Survive Back-to-School Season

September 4, 2018

For working parents with school-age children, this time of year is especially chaotic. But it is possible to manage the (often overwhelming) demands of back-to-school activities while still delivering at work. Start by thinking about what’s realistic for you. Even with a flexible job, it’s unlikely that you can make it to every bake sale, library fundraiser, and field trip. To do your fair share, try to do it all at once. For example, you can use a personal day entirely for school volunteering: Be the “reading helper” in your daughter’s second-grade class in the morning, walk with the school’s neighborhood safety patrol in the afternoon, and take the minutes during the PTA meeting in the evening. And don’t try to hide why you’ll be out of the office. Tell your colleagues what you’ll be doing and why it’s important to you. That will make it easier for them to understand, and to help if needed.

Adapted from “How Working Parents Can Manage the Demands of School-Age Kids,” by Daisy Wademan Dowling

Don’t Let One Person Dominate the Conversation in a Meeting

August 29, 2018
Don’t Let One Person Dominate the Conversation in a Meeting
You’ve probably led one of those meetings where someone talks, and talks, and talks — and no one else can get a word in edgewise. It’s annoying, and potentially damaging to team morale. Of course, you can’t always expect that everyone will contribute, but there are ways you can encourage broader participation. When you open the meeting, let the group know that you want everyone to speak up. If someone is speaking too often during the meeting, ask them to hold back: “Andre, let me get some others into this conversation, and then I’ll come back to you, OK?” Whenever someone is interrupted, double back and ask them to finish what they were saying. And if you’re the person interrupted, speak up: “Marie, I wasn’t quite finished. I’d like to complete my comment, and then I’d love to hear your thoughts."

Adapted from “5 Common Complaints About Meetings and What to Do About Them,” by Paul Axtell

Lead Confidently When You Aren’t Feeling Confident

August 31, 2018
Lead Confidently When You Aren’t Feeling Confident
When faced with a tough challenge, it’s normal to feel uncertain, and maybe even afraid. But it’s hard to inspire your team to rise to the occasion if they sense that you’re intimidated. You can project confidence by doing four things. 
(1)
First, demonstrate empathy for your team members. 
Why ? 
They want to know that you aren’t out of touch with what they’re feeling. 
Second, communicate your vision for the team — and that tough challenge. 
Why ? People need to have a clear sense of where they are headed. 

Third, set a direction for the team. 
Why ? Show them how you’ll reach the vision together. 

Fourth and Last, give people proof. They need a reason to buy in to what you’re telling them, so offer evidence for your direction and optimism. Be specific, be personal, and reference the work that the team is already doing. This will build your team’s confidence — and your own.

Adapted from “How to Lead When You're Feeling Afraid,” by Peter Bregman

When You Ask a Colleague for Help, Be Clear and Specific

August 30, 2018
When You Ask a Colleague for Help, Be Clear and Specific
Asking for help can be uncomfortable, so most of us avoid it, or do it awkwardly. But you can’t always tackle a full plate of work alone. To get support from your colleagues, figure out what you really need. What task can someone else do that will save you a ton of time and that doesn't take a lot of explaining? Next, identify the right person to hand it off to. Choose someone who actually can help in the way you need. Then make a clear request, being specific about what you want them to do, and when. This is where most of us bungle it: Because asking for help is awkward, we say something vague (“Would you like to…” or “If you have time…”), which undermines the request. Accept whatever help your colleague offers — even if it's not exactly what you asked for. And don’t forget to say thank you.

Adapted from “Drowning in Work? Here’s How to Ask a Colleague for Help,” by Heidi Grant

Do You Retain Enough of What You Read?

August 23, 2018
Do You Retain Enough of What You Read?
We’re consuming more information than ever before — but retaining all that knowledge is another story. If you find yourself struggling to use what you read (or even just remember it), you probably aren’t learning productively. To be a more efficient learner, try three things. 

First, focus your reading on a single topic for several months. The deeper you go into a subject, the stronger a foundation you’ll have for learning about it in the future. 

Second, regularly synthesize what you have learned. When you finish reading something, ask yourself, “What are the key takeaways here?” If you can’t explain an idea to yourself, you probably didn’t learn it very well.

 And third, take occasional breaks from consuming new information. Reflecting on what you’ve read in the past is an important part of processing it — and constantly taking in new information can interfere with that. Give yourself time to review, consider, and apply what you’ve already read.

Adapted from “Become a More Productive Learner,” by Matt Plummer and Jo Wilson

Make Sure Your Webinar Lets the Audience Participate

August 28, 2018
Make Sure Your Webinar Lets the Audience Participate
One of the biggest risks of presenting via webinar is boring your audience. No one wants to watch as a disembodied voice clicks through slides. So be sure you’re giving people a chance to interact with you. Depending on the number of attendees, you may ask them to “raise their hand” if they have a question, type their questions into the comment box, or use a separate Q&A feature. Whatever you decide, clearly explain the instructions at the beginning of the webinar, and periodically remind people how they can join in. Remember that it may take participants some time to formulate their questions, especially if they're typing them, so give several minutes’ warning before you dive into the Q&A. And if you expect there to be a lot of comments or questions, you may want to have an assistant pick the ones you’ll respond to, so you can focus on your talk.

Adapted from “ How to Give a Webinar Presentation,” by Dorie Clark

New Leaders, Move Slower Than You Think You Should

August 27, 2018
New Leaders, Move Slower Than You Think You Should
When you start a leadership role, there’s pressure to prove yourself by getting off to a quick start and delivering early wins. But if people sense that you’re making a change without thinking it through — or getting their input — you’re unlikely to be successful. That’s why you need to slow down, especially in your interactions. When talking with new colleagues, repeat what you hear, both to confirm your understanding and to demonstrate that you’re listening. Ask the group reflective questions such as, “What just happened here?” and “What could we learn from that?” These questions force a pause, preventing a discussion from rushing to a decision. And don’t be afraid to use silence. Pausing before you speak gives you a chance to weigh alternatives and decide on the best way to respond. It also pushes others to wonder what’s going through your mind, which may cause them to think more creatively.

Adapted from “Why New Leaders Should Be Wary of Quick Wins,” by Dan Ciampa

Use Tough Feedback as an Opportunity for Self-Reflection

August 20, 2018
Use Tough Feedback as an Opportunity for Self-Reflection
Negative feedback is tough to hear, but it doesn’t have to be soul-crushing. When your manager or a colleague points out something you need to improve on, think before you react. Even if the input is upsetting or surprising, remind yourself that it’s useful information to have. One simple, effective way to consider what you’ve heard is to put your feelings into words. For example, after a critical performance review, you might say to yourself, “I feel blindsided and a little scared.” Naming your emotions can keep them from overwhelming your ability to act on the feedback. Then ask a few trustworthy sources whether they agree with what your manager or colleague said. It can be hard to know how others see us, so getting multiple points of view will help you understand the impression you create. It will also prevent you from overcorrecting based on one person’s opinion — which, after all, is what feedback sometimes is.

Adapted from “The Right Way to Respond to Negative Feedback,” by Tasha Eurich

To Start a Paid Speaking Career, Start Speaking for Free

July 30, 2018

To Start a Paid Speaking Career, Start Speaking for Free

Many professionals would love to speak at conferences and conventions. If you’ve established yourself as a capable speaker, you may be able to find gigs that pay well. But when you’re first starting out, speaking for free is a perfectly reasonable strategy: It will let you practice and hone your skills, and it will get you in front of audiences who could hire you in the future. There might be other, more tangible benefits too, such as the opportunity to travel. Some conferences will cover your travel costs even if they don’t pay a speaking fee. Once you’re offered a talk, consider asking the organization to film it so that you can use the video to find new clients. Ask for a testimonial for your website, too. Even if you aren’t being paid, speaking connects you with people who care about the same things you do, which is an invaluable experience.

Adapted from “How Much Should You Charge for a Speech?,” by Dorie Clark

Stop Dominating the Conversation in Your Meetings

August 1, 2018

Stop Dominating the Conversation in Your Meetings

When you’re leading a meeting, it’s tempting to hold the floor. After all, you called everyone together, right? 
But no one wants to go to a meeting where one person talks the whole time, and you’re unlikely to get what you need from the group if you’re delivering a monologue. 
To keep yourself in check, try three tactics.
(1) First, make notes and stick to them. Give yourself a time limit, and condense what you have to say into that amount of time. 
(2) Second, send the agenda around in advance. Tell people whose opinions you respect that you are hoping they will speak up, and then call on them during the meeting. 
(3)Third, use a round-robin format, where you go around the room and everyone has an opportunity to talk. 
Some people will pass, but at least they were given the chance — and didn’t have to interrupt you to get a word in.

Courtesy : HBR 

Business Travel Can Ruin Your Health. Don’t Let It.

August 22, 2018
Business Travel Can Ruin Your Health. Don’t Let It.
Traveling for work is bad for your health, especially if you do it often. Research shows that business travel can increase your risk of weight gain, anxiety, depression, alcohol dependence, and poor sleep. So if you travel for work regularly, make sure you know how to establish healthy habits on the road. Try to eat low-calorie meals whenever possible, even if your culinary options are limited. You might be tempted to reward yourself after a long day, but resist the urge to order the steak and fries or a late-night cocktail. Those choices will take a toll over time. And don’t skip out on exercise. Stay in a hotel with a gym (and use it), or do simple exercises in your room, such as push-ups and squats. You can also take walks in between meetings, or join colleagues outside for a walking meeting. The physical activity will help prevent weight gain and reduce stress.

Adapted from “Just How Bad Is Business Travel for Your Health? Here’s the Data,” by Andrew Rundle

Presenting in English When It Isn’t Your Native Language

August 2, 2018

Presenting in English When It Isn’t Your Native Language

If you aren’t a native speaker of English, giving a presentation in the language may be very stressful. Using the right approach can help. Take extra time to prepare your delivery, and practice more than you think you need to. Yes, your PowerPoint slides matter, but rehearsing your presentation out loud matters even more. Start your presentation by speaking slowly, and articulate your words carefully and confidently. This will help listeners acclimate to your voice, which is important in the first minute or two. (If you’re anxious about having an accent, don’t worry—everyone has one, including native English speakers.) As you continue speaking, pause often. Pausing will give listeners a chance to comprehend your message, and give you a break. To make sure they understand you, you can ask a question: “I know that I am making sense to myself in [your native language]. How am I doing in English?” Your goal doesn’t have to be to speak perfect English. Instead, focus on presenting with confidence.

Adapted from “3 Tips for Presenting in English When You're Not a Native Speaker,” by Deborah Grayson Riegel

Don’t Let a Promotion Hurt Your Work Friendships

August 24, 2018
Don’t Let a Promotion Hurt Your Work Friendships

It’s good to have friends at work, but those relationships can get complicated. If you’ve been promoted above your friends, and people who used to be peers are now your direct reports, you might feel unsure of how to act toward them. You can reduce any strain on your friendships by being open and honest. Talk to your friends about the stresses and responsibilities of the new position. You may think that what you’re dealing with is obvious, but that’s probably not the case. Explain the tensions you feel between valuing your friends and, for example, having to evaluate them or assign them work. Discuss how to strike a balance, whether it’s avoiding work-related topics when you’re socializing or agreeing to keep each other in the loop (when you can) about what’s going on. You don’t have to lose your friends when you’re promoted — but you do need to be careful in how you interact.

Adapted from “Why Work Friendships Go Awry, and How to Prevent It,” by Art Markman

Complex Problem Solving - some tips.

Complex Problem Solving - some tips.

Solve Complex Problems by EXPANDING Your Thinking !!

Too many leaders approach complex problems with" EITHER-OR " thinking: The answer is right or wrong, good or bad, win or lose.

To cultivate a NUANCED perspective, challenge your understanding of the problem.
How ?
Ask yourself, “What am I not seeing here?” and
“What else might be true?”
Don’t seek out answers that just CONFIRM what you already know ( leaders to Confirmation Bias ) !

It’s also helpful to tackle this kind of challenge first thing in the morning, when your mind is fresh. Spend at least AN HOUR on it without interruption. The dedicated time ensures that you give a complex issue the ATTENTION it needs — attention that might otherwise be consumed by less intellectually demanding tasks.

And as you work, pay attention to how you're FEELING. !!

Embracing complexity is an EMOTIONAL challenge in addition to a cognitive one.

You’ll need to manage TOUGH emotions like FEAR and ANGER and get yourself out of " flight-or-fight" mode so that you can think more expansively.
Courtesy : Harvard Business Review

If You Need to Be Invited to That Big Meeting, Prove It

August 3, 2018
If You Need to Be Invited to That Big Meeting, Prove It
We often try to cut down on the number of meetings we have. But sometimes you need to get into an important meeting. To prove you should be in the room, be proactive. Start by thinking objectively about why you weren’t invited. Was it an oversight, or an intentional decision by the meeting organizer? Ask yourself what unique contribution you can make to the discussion. How will you advance the goal of the meeting, and how can you make that clear to the organizer? Then assess your work style. You may have been left out because of the way others perceive you—perhaps you aren’t seen as a good listener or collaborator. Consider asking your peers for feedback on how you act and then making the necessary shifts so that others can appreciate what you bring. Once you’ve taken these steps, you’ll be in a better position to secure that invitation.

Adapted from “How to Get Yourself Invited to Important Meetings,” by Nina Bowman

To Make Networking Less Exhausting, Bring a Talkative Colleague

August 6, 2018

To Make Networking Less Exhausting, Bring a Talkative Colleague

Networking can be good for your career, but introducing yourself to a roomful of people can also be draining. The next time you attend a conference or professional happy hour, consider bringing along a coworker to help. The two of you can divide and conquer, meaning you’ll each talk to different people and then share notes. That way you’ll both expend less energy while still gathering a large number of contacts by the end of the night. Choose a colleague who is more extroverted than you and who gets excited by socializing with others. Come up with a plan for who will talk to whom. And remember that it’s OK to take a break during the event to restore your energy. Even if it’s just a few minutes long, it might give you the boost you need to get back to making small talk.

Adapted from “How to Keep Networking from Draining You,” by Jordana Valencia

When Presenting, Speak Slowly and Use Simple Words

August 16, 2018
When Presenting, Speak Slowly and Use Simple Words
You might have a great idea or exciting results to share, but if you don’t deliver your message with confidence, it will fall flat. To look confident when you’re speaking to an audience, pace your talking speed. Speak a little slower than you think you need to. Pay particular attention to speed if your presentation isn’t live (maybe you’re talking on the phone or in a webinar), since the audience can’t watch your mouth and facial expressions. And no matter the format, use simple words. Long, convoluted sentences and jargon don’t make you sound smart. You gain credibility and respect by articulating complex ideas in simple language. To remember to go slow and speak plainly, make yourself rehearse under stress. Practicing the presentation in front of people, even if it’s in your office or your living room, will keep you from cracking under pressure when delivering the real deal.

Adapted from “5 Ways to Project Confidence in Front of an Audience,” by Carmine Gallo

How to Say No to Office Housework

July 9, 2018

How to Say No to Office Housework

No one likes “office housework” — low-importance tasks such as ordering lunch and taking notes in meetings. But research shows that certain groups of people, including women and people of color, are more likely to be assigned this kind of work, and that taking it on can hurt their careers. When faced with office housework, what should you do? First, have a prepared answer about how your time would be better spent: “I was hired to do X, and this new task would take away time from completing X well.” For on-the-spot requests like ordering lunch, you might say, “I really need to be present during that meeting, as it’s critical to what I’m working on.” When you say no to housework, offer to do something higher-value instead. And if you can’t say no, make sure that people are aware of the extra work you’re doing and that you at least get credit for it.

Adapted from “Women of Color Get Asked to Do More ‘Office Housework.’ Here’s How They Can Say No,” by Ruchika Tulshyan

When Joining a Company, Figure Out How Decisions Are Made

july 3, 2018
When Joining a Company, Figure Out How Decisions Are Made
When you join an organization, you have a short window of time to adapt to its culture. And one of the most important aspects of a work culture is how decisions are made. Does your new company have a bias for action, or a bias for analysis and consensus? In organizations with the former, decisions are made quickly and attention spans tend to be limited. If you’re pushing for an initiative in these companies, present your position clearly and give stakeholders the information they need to make a decision. Other company cultures prefer a more protracted discussion of options, models, and strategies. In these companies you’ll likely need to send around materials and analyses, and perhaps even redo a presentation several times, before a decision is made. Once you understand how your new organization works, think about your own preferences and how they fit with the culture.

Adapted from “When You Start a New Job, Pay Attention to These 5 Aspects of Company Culture,” by Allan H. Church and Jay A. Conger

To Motivate a Mid-Career Employee, Offer a Change of Scenery

June 29, 2018


To Motivate a Mid-Career Employee, Offer a Change of Scenery

The mid-career crisis is a real phenomenon. Research has shown that people’s satisfaction bottoms out when they’re in the middle of their careers. 
As a manager, you don’t want to lose these valuable employees just because they fall into a slump. 
To keep them engaged, consider offering a change of scenery through remote work or even a relocation.
(a) Remote work can let them change their personal lives without hurting their professional progress.
(b) A relocation to a different office could make sense for both the company and the employee if that office needs the employee’s skills. Of course, a relocation is a big life change for the employee, so the company should be ready to assist with the move. 
In offering these options, you can help an experienced employee who still has years left in their career rekindle their enthusiasm for work.

Adapted from “Many Employees Have a Mid-Career Crisis. Here’s How Employers Can Help,” by Serenity Gibbons

When You Give Feedback, Do You Listen, Too?

When You Give Feedback, Do You Listen, Too?

As a manager, your job is to give feedback. But if you want your employees to really hear what you’re saying, you need to listen, too. Research suggests a manager’s attentive, nonjudgmental listening makes an employee more relaxed, more self-aware, and less defensive. The next time you’re coaching someone, listen carefully and thoughtfully to everything they say. Don’t jump to conclusions or interrupt. Give the person space to express themselves, and ask good questions to encourage them to keep talking. When people sense that others are truly hearing them, they’re much more likely to open up. Use eye contact and body language to signal that you’re focused on your employee and want to hear their thoughts. And refrain from suggesting solutions to problems. Even with feedback, your role should be to help the employee discover solutions themselves.

Adapted from “The Power of Listening in Helping People Change,” by Guy Itzchakov and Avraham N. Kluger

Instead of Complaining About a Colleague, Talk to Them

August 13, 2018
Instead of Complaining About a Colleague, Talk to Them
Let’s be honest: Sometimes complaining about a coworker feels good. But although it helps you release pent-up emotions, venting is a sideways move. In other words, we usually complain to a friend or colleague — and we rarely confront the person we’re complaining about. So the next time you want to complain, try taking it to the source of the problem. For example, let’s say a coworker yells in a meeting. Your first instinct might be to complain to another colleague about their brash behavior. Instead, take some time to calm down. Think about exactly what bothered you and what you want to complain about (it’s not OK to yell and disrespect others in a meeting). Decide what you can do to shift the person’s behavior or improve the situation (perhaps saying, “Please don’t shout in meetings — let’s respect each other in our conversations”). And then follow through by speaking to the person directly.

Adapted from “The Next Time You Want to Complain at Work, Do This Instead,” by Peter Bregman

Does Your Team's Work Style Inconvenience Remote Employees?

August 9, 2018

Does Your Team's Work Style Inconvenience Remote Employees?

Life on a global team isn’t necessarily equitable. Employees far from headquarters often have less access to the team leader, and have to deal with regular inconveniences such as late-night calls because they’re in a different time zone. As a manager, it’s your job to ensure that remote employees aren’t carrying an extra burden. Consider rotating the time of weekly team calls so that everyone takes a turn at having the meeting during regular business hours (or at the very least, find the least inconvenient time for your remote employees to participate.) Even small courtesies can help distant team members feel noticed, such as translating meeting times into all the time zones that your people work in. And schedule periodic offsites for the whole team to get together and connect. If your budget allows, you can even hold these meetings in different locations around the globe.

Adapted from “How to Keep a Global Team Engaged,” by Andy Molinksy

Read the room before your next meeting . Feel it

August 10, 2018

Read the Room Before Your Next Meeting

In every conversation at work, there’s the explicit discussion (the words being spoken out loud) and the tacit one — the things being communicated subtly. It’s important to know how to read a room so that you can understand what’s NOT being said. 
The best way to do this is to pay attention to the people in it. 
Note who’s next to whom, who’s relaxed, who’s not, who’s standing, and who’s sitting. 
Look at their facial expressions, posture, and body language.

 Does the mood in the room feel tense, or relaxed?
 Then think about possible reasons for your colleagues’ emotional states. 
What's happening in their lives and jobs?
 This can be tricky if you don’t know the people in the room, but you can still come up with hypotheses.
 Then check those hypotheses by talking to colleagues in private. You might say something like, “In the meeting I saw you furrow your brow when discussion turned to the big project.
 How do you feel about it?”.

Adapted from “Tips for Reading the Room Before a Meeting or Presentation,” by Rebecca Knight

Help an Employee Return Smoothly from Medical Leave

Help an Employee Return Smoothly from Medical Leave

When an employee returns from a medical leave, it’s their manager’s job to help them ease back into work. The process starts during the leave: The manager should check in with the employee a few times so that they don't feel cut off from the office. When they’re ready to return, reach out to come up with a transition plan, and think through the precise details. For example, ask the employee how they want their return announced, and talk about any schedule changes they need. Make sure the transition plan is phased, since the person may not be ready to return to 100% capacity right away. And consider how you can create a welcoming experience for their first day back, whether it’s meeting them at the door or having flowers and a card waiting for them at their desk. Once they're back, check in with them more frequently than you normally would, to make sure they feel supported.

Adapted from “How to Welcome an Employee Back from Medical Leave,” by Anne Sugar

Don’t Let a Toxic Peer Take Down Your Team

Don’t Let a Toxic Peer Take Down Your Team

One toxic person is all it takes to destroy a high-performing team. If you’re the team leader, dealing with a toxic employee is (relatively) straightforward: 
Acknowledge the effect their behavior is having and hold them to a higher standard. But what if the person is your peer? 
First, have a candid conversation with them. Explain the effect the behavior is having on you and on the group.
 Next, be a role model for how you want the team to act. Make collaboration and open dialogue the standards for the group.
 And finally, talk to your boss. 

Suggest that the team hold a meeting to address challenging behaviors and conflicts. This session should not be a ruse for taking the toxic team member to task. It should be an authentic interaction in which team members discuss one another’s perspectives and increase accountability around behavior.

Adapted from “4 Ways to Deal With a Toxic Coworker,” by Abby Curnow-Chavez

Choose to Be Kind to Someone Who Annoys You

July 19, 2018
Choose to Be Kind to Someone Who Annoys You
When someone you work with annoys you all the time, chances are you assume the worst about them — and that mindset shows up in your behavior. But it’s important to be civil, and even compassionate, to colleagues, both because so much work is collaborative and because that coworker probably isn’t annoying you on purpose. Try to short-circuit your reactions toward them by making yourself do or say something nice. For example, you could compliment them on an idea they raised in a meeting, or offer to help out with a project. Or say your colleague arrives late — yet again — to the weekly team standup. Don't complain or roll your eyes, and don’t be passive-aggressive with a comment like, “Nice of you to join us.” (That may be your instinct, but fight it.) Instead, say something like, “Welcome. Grab a cup of coffee and we’ll get you up to speed.” This type of generosity of spirit is good for you and your colleague.

Adapted from “How to Develop Empathy for Someone Who Annoys You,” by Rebecca Knight

Can You Explain (in Simple Terms) Your Startup’s Great Idea?

Can You Explain (in Simple Terms) Your Startup’s Great Idea?

Startup and technical business leaders often don’t tell their innovation stories well. They rely too much on industry jargon and complex detail to get their points across. This is a huge missed opportunity !! 
 When you’re doing good work, you want people to know about it !! 
 So whether you’re drafting website copy, a marketing brochure, or a press release, follow a few rules.
 (1) Use simple language to communicate your message. Jargon and complex terminology will only confuse the reader; clear, straightforward writing will draw in a broader audience. 
(2) Don’t cram many ideas into one story or release. Keep it simple, and build your narrative one idea at a time. 
(3) Consider hiring professional storytellers. Seek out writers who have crafted op-eds or articles for a variety of publications. 
It’s not easy to tell stories about complicated topics, but doing so is essential if you want your company’s work to be recognized. 

Courtesy : Harvard Business Review 

To Get Help from a Colleague, Emphasize What You Have in Common

Jul 17, 2018
To Get Help from a Colleague, Emphasize What You Have in Common

Few of us enjoy asking for help, and yet we all need it. To encourage someone to respond positively the next time you ask, make them feel that they’d be helping because they want to, not because they HAVE to. 

Try tapping into the person’s innate human need to belong by emphasizing the importance of the team. 
Use the word “together” in your request, or cite a common goal, enemy, or trait, such as the desire to exceed your team’s sales targets, a rivalry with a competitor in your industry, or a love of superhero movies. 
Highlighting these shared experiences positions you as part of the person’s in-group. 

And avoid any language suggesting that they are being instructed to help or have no choice but to say yes. This includes phrases such as “May I ask you for a favor?” (which makes people feel trapped) and “I feel terrible asking you for this” (which sounds apologetic). Adapted from “How to Get the Help You Need,” by Heidi Grant

Recover from a Cultural Faux Pas

July 11, 2018
Recover from a Cultural Faux Pas

A social mistake in another culture isn’t easy to recover from. Maybe it was a joke that misfired, an unintentional violation of personal space, or a misreading of the context that resulted in someone losing face. Before working in another culture, make an effort to understand the etiquette for apologizing. Find out what verbal and body language people use when faux pas occur. 

For example, do they say, “Excuse me” or “I’m sorry,” or even smile, laugh, bow, or look away? Do they show contrition or humility, address it publicly or discreetly, simply ignore it? Keep in mind that most cultures don’t have one-size-fits-all rules for reacting to mistakes, and context is key. Observe how people in the culture behave, and talk to those with whom you are building relationships. You could also consider working with a cultural coach so that you’ll be prepared the next time you realize you’ve made a mistake.

Adapted from “How to Recover from a Cultural Faux Pas,” by Melissa Hahn and Andy Molinsky

Ask These Questions to Foster an Employee’s Sense of Purpose

February 08, 2018

Ask These Questions to Foster an Employee’s Sense of Purpose

We all want to find meaning in what we do. As a manager, you can help your team members foster this inner sense of purpose by asking them a few simple questions:

(1) What are you good at? 
What do you take on because you believe you’re the best person to do it? What have you gotten noticed for throughout your career? The idea here is to help people identify their strengths.

(2)What do you enjoy?
 In a typical workweek, what do you look forward to doing? These questions help people find or rediscover what they love about work.

(3)What feels most useful? Which work outcomes make you proudest? Which of your tasks are most critical to the team or organization? 
The answers can highlight the inherent value of certain work.

(4)What creates a sense of forward momentum? 
How is your work today getting you closer to what you want? The point here is to show people how their current role helps them advance toward future goals.

It’s not always easy to guide others toward purpose, but these questions can help.

Adapted from “5 Questions to Help Your Employees Find Their Inner Purpose,” by Kristi Hedges

Find Commonalities with Coworkers from Different Cultures

February 13, 2018

Find Commonalities with Coworkers from Different Cultures

When working on a global team, it’s easy to focus on the ways that you and your colleagues are different. But rather than thinking about what sets you apart, emphasize what you have in common. This will draw you closer to your colleagues and make you more receptive to — and less frustrated by — cultural differences. For example, a French employee might bond with Japanese coworkers by recognizing that both cultures are results-oriented and prone to analyzing processes for how they could be improved. When you encounter rules and norms that seem odd to you, think about analogous norms in your culture. You’ll feel warmer toward your colleagues, which will improve collaboration and teamwork.

Adapted from “How to Successfully Work Across Countries, Languages, and Cultures,” by Tsedal Neeley

Feedback for Salespeople Should Focus on Behaviors

February 06, 2018

Feedback for Salespeople Should Focus on Behaviors

Busy sales managers tend to deliver a curt message to their reps: “Get better and sell more.” This feedback may work for some salespeople, but not for most. Instead of asking your reps “What’s closing this month, and how can we make those deals happen faster?,” talk with them about the INDICATORS  that have historically led to sales, such as 

demos, web registrations, calls, or C-suite-level meetings. 

If you focus on the intention (“Close deals”), you won’t help them change their behavior.

 Feedback on indicators might sound like this: 

“You’re behind peers in setting meetings with VP-level prospects, and we know those contacts increase our win rate substantially. Let’s talk about the organization of your prospects and what we can do to get the right access.” 

Conversations like these empower reps to know where they stand and assess whether they are spending their time and efforts in the best way.

Adapted from “Find the Right Metrics for Your Sales Team,” by Frank V. Cespedes and Bob Marsh