Talk About Skills When Talking About Promotions

January 18, 2018

Talk About Skills When Talking About Promotions

Conversations about promotions can be tense — both for the person asking and for you, the manager. Your first instinct might be to consider whether the employee is a “good fit” for the new role, but it’s better to focus on their skills. Ask yourself, What will the person need to do the job well? Then communicate the answer to your employee. For example, you might say: “You would need to develop expertise with Tableau,” or Excel, or giving presentations. That is a far simpler message to deliver than “I don’t know if you’re equipped to be a manager yet.” By breaking down the role into the required skills, you’ll demystify the promotion and make it more attainable for the employee. Plus, a request to learn new skills is much easier, and quicker, for you to grant.

Adapted from “How to Support Employees’ Learning Goals While Getting Day-to-Day Stuff Done,” Nick Gidwani

When You’re Returning to a Former Employer, Reset Expectations

January 22, 2018

When You’re Returning to a Former Employer, Reset Expectations

Returning to a company you used to work for can be a smart career move. But don’t assume you will pick up right where you left off. Reset expectations — both yours and others’. Demonstrate that you’ve grown, and establish yourself as a more senior person in the organization by humbly highlighting what you achieved and learned while you were away. You might need to project maturity by being a bit formal and reserved in your initial reactions; colleagues will want to see that you’ve evolved. And don’t assume the company has stayed the same since you left. Power has shifted, people have come and gone, and your colleagues have grown too. Acknowledge that the context has changed, and learn the new lay of the land.

Adapted from “What to Do When You’re Returning to a Company You Used to Work For,” by Rebecca Knight

When Leading a Turnaround, Focus on the Future, Not the Past

January 23, 2018

When Leading a Turnaround, Focus on the Future, Not the Past

When you’re brought in to turn around a team or business unit, the deck might feel as if it’s stacked against you. If your predecessor failed, how will you succeed? First off, to effectively lead a turnaround, resist the temptation to emotionally distance yourself from the situation — you are part of this team, so embrace it. And minimize references to your past successes; while you should draw on what’s worked for you before, no one in a struggling organization likes to hear “This is how we did it at my old company.” To help keep your employees’ anxiety down, be transparent about how you’ll make changes and on what kind of timeline. But don’t be afraid to push back if they offer ideas that you don’t believe will lead to positive change. You want to clean up the mess, not create another one.

Set Up Ground Rules for Your Next Difficult Conversation

January 26, 2018

Set Up Ground Rules for Your Next Difficult Conversation

Difficult conversations are challenging in part because you don’t know if or when the discussion will go off the rails. To make sure things go smoothly, agree on a code of conduct with your counterpart beforehand. At a minimum, suggest no interrupting, no yelling, and no personal attacks. (Those are basics, yes, but it’s helpful for everyone to be reminded.) Then ask what other rules are important to your counterpart. If you’re concerned your colleague won’t abide by the rules, write them down on a piece of paper or a whiteboard. Then you can gently refer to them if, for example, your counterpart begins to raise his voice: “We said we weren’t going to yell. Can you lower your voice?” Having ground rules in place can give you the help you need to keep the conversation on track.

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

Stay in Touch with Your Friends, No Matter How Focused You Are on Your Career

January 16, 2018

Stay in Touch with Your Friends, No Matter How Focused You Are on Your Career

Many people let their personal relationships fall by the wayside as they focus on their careers and start a family. Yet research shows that we are more successful in our careers when we’re supported by a foundation of strong, stable friendships. Don’t run the risk of losing touch with your closest social connections. Career and friendships can reinforce each other — friends can share big-picture career insights and even inspire your passion for professional growth. Counteract the natural drift away, and make the effort to maintain your friendships. Call a close friend instead of just clicking on their Facebook page. Make plans to see them (and don’t cancel!). It’s OK to set ambitious career goals, but don’t sacrifice close ties in the process.

Adapted from “Being Too Busy for Friends Won’t Help Your Career,” by Neal J. Roese

Don’t Let Immediate Concerns Rush Your Strategic Meetings

January 15, 2018

Don’t Let Immediate Concerns Rush Your Strategic Meetings

Executives need to constantly balance the long- and short-term demands of their businesses, but it can be difficult to remain strategic when you’re facing immediate concerns. To keep your next strategy meeting focused on the future, slow down. Issues that need to be addressed over a longer time frame benefit from exploration. Before jumping in to solve strategic issues, consider them from multiple angles. Ask for opinions from everyone in the room; it’s possible that each person has interpreted the challenge differently. You may also need to spread the discussion over several meetings so that you can better understand the data, discuss the various points of view, and examine the implications of different strategies. When strategy is on the agenda, it’s important to adopt a slower, more deliberate, and participative approach.

Adapted from “Keeping Your Strategy Meetings Focused on the Long Term,” by Sabina Nawaz

Your Belief That " the World Is Just & Fair” Can Make You Cruel !

March 28, 2014

Research Fidning
Your Belief That  " the World Is Just & Fair” Can Make You Cruel ! 

Observed Facts : 
People’s wish to see the world as" just and orderly " - sometimes leads them to harm those who have already suffered injustice !! 
The Experiment : 
 In an experiment, managers with self-reported hiring experience provided LOWER ratings for fictitious job applicants laid off by their former employers , without notice. 
Possible Reason for this bias : 
People derogate victims in this way to AVOID the Cognitive Dissonance that comes from trying to understand how individuals can suffer injustice in a just world, the researchers say.

Research Conducted by :  Daniel P. Skarlicki and R. Anthony Turner of the University of British Columbia.
SOURCE: Unfairness begets unfairness: Victim derogation bias in employee ratings
Courtesy : Harvard Business Review 

Treat Your Next Work Interruption like an Opportunity

June 06, 2014

Treat Your Next Work Interruption like an Opportunity

The laundry list of demands at work keeps growing. Meetings, phone calls, email, texts, videoconferences, etc. It can feel like there's no time to get "real work" done. But these interruptions aren't keeping you from work, they are work -- and looking at them this way opens up a world of opportunities. Every "interruption" offers a chance to illuminate an issue, clarify expectations, or resolve a problem. By training yourself to see these moments as real work instead of distractions, you can lead more effectively. When someone interrupts you, listen intently, help frame the issue, and respond with positivity. Remember that even people who aren’t present may be affected by your words and actions, because whatever you say or do will be relayed to others. 

Adapted from “ Turn Your Next Interruption into an Opportunity” by Douglas R. Conant.

Remind Your Boss That You’re Doing a Great Job

December 05, 2017

Remind Your Boss That You’re Doing a Great Job

We’re all busy. And while we’re preoccupied with ticking off our to-do lists and wishing there were more hours in the day, we often forget to be our own career advocates — to remind our managers of what a great job we’re doing. Put your accomplishments back on the boss’s radar — without bragging — by sending a brief email update. Nothing fancy; a sentence or two is fine: “Just wanted to let you know that xyz project continues to go well, the client was pleased with our draft, and next steps are to finalize the numbers, which we will have for your review by Thursday.” 

The update doesn’t have to contain any real news. But in sending it, you’ll look competent, communicative, and on top of things — all attributes of a top performer.

Adapted from “7 Simple Ways Working Parents Can Simultaneously Improve Their Careers, Their Families, and Themselves,” by Daisy Wademan Dowling

When Designing an A/B Test, Pick Your Metrics Ahead of Time

December 13, 2017

When Designing an A/B Test, Pick Your Metrics Ahead of Time

A/B testing has become a popular way to evaluate everything from website design to online offers to product descriptions. But many managers don’t design these experiments carefully, relying on software that lets them track hundreds of metrics. The problem is that if you’re looking at such a large number of metrics, you’re at risk of seeing what statisticians call spurious correlations. In other words, the more things you’re measuring, the more likely it is that you’ll see random fluctuations. You aren’t asking a useful question like “What’s happening with this specific variable?”; you’re asking “What general changes am I seeing?” So design a better test by deciding on the metrics you’re going to look at before you execute an experiment. And limit yourself to a few metrics. If you know exactly what variable you’re interested in and how you’ll measure it, you have a much better chance of seeing (and reporting) significant results.

Adapted from “A Refresher on A/B Testing,” by Amy Gallo

Overweight Women, but not Men, Face Employment Discrimination in China

April 14, 2014

Overweight Women, but not Men, Face Employment Discrimination in China

In China, urban workplaces discriminate against people whose weight falls outside the expected norm—with the exception of overweight men, says a team led by Jay Pan of Sichuan University in China. For women, being overweight decreases the probability of being employed by 15.2%, on average, but there is no such penalty for overweight men. Being underweight is a different story: It decreases the probability of being employed by 22.9% for women and 34.3% for men. Obesity also hurts people’s employment prospects, and for women the penalty is three times greater than for men.

SOURCE: The impact of body size on urban employment: Evidence from China

What Went Wrong in Your Last Presentation?

April 15, 2014

What Went Wrong in Your Last Presentation?

Have you given a presentation recently? If so, try this exercise to strengthen your next one. Reflect back on your performance and assess your talking points. No matter how well you planned your presentation in advance, the actual delivery will often expose flaws, gaps, or other shortcomings (even for polished presenters). You may discover glitches, such as a missing step in a process you outlined. Make a list of these flaws as soon as possible, while your memory is fresh, and promptly incorporate the changes into your slides. Watching a video recording will also help you identify minor problems with delivery, like weak opening remarks or awkward attempts at humor. You may also see trouble spots regarding the audience’s reaction: Are people nodding, or nodding off? Taking notes, or engrossed in their phones? Note weak moments, and develop specific fixes to sharpen your skills. 

Adapted from Presentations (20-Minute Manager Series).

Learn What Stress Is Trying to Tell You

June 11, 2014

Learn What Stress Is Trying to Tell You

If stress is affecting your performance at work or hurting your relationships, change the way you think about it. Seeing stress as a signal instead of a threat can drive positive change. Ask yourself: What’s causing this stress? If it’s your colleagues, take that as a signal to heal valuable relationships and rethink how you interact with others. If you’re overwhelmed from a promotion or new role, take a closer look at why. Are you struggling with delegating old tasks or accepting new ones? Use this as an opportunity to develop key strategic leadership skills – reach beyond your comfort zone and embrace your new responsibilities. If the stress is simply due to a work crisis, recognize that these happen to everyone, apologize if necessary, and move forward. 

Adapted from “ Stress Isn’t a Threat, It’s a Signal to Change” by David Brendel.

What Can You Delegate Today?

January 10, 2018

What Can You Delegate Today?

Many of us know the benefits of delegation: It helps teams share the workload so that managers focus on the work only they can do. But in reality, you (like most managers) probably hoard tasks and become a bottleneck. To fix that, start with baby steps. Ask yourself regularly, even daily: “What can I, and only I, do?” If a certain task could be done by someone else, maybe it should be. Try to delegate small tasks that add up to something bigger, or projects that are relatively simple. Also consider time-sensitive work that competes with your other priorities. If you’re still struggling to delegate, try this: For two weeks, make a list of tasks that you might delegate, writing them down as you think of them. This exercise will get you one step closer to handing off the work you need to.

Adapted from “How to Decide Which Tasks to Delegate,” by Jenny Blake

Having a Tough Conversation with a Coworker When You Both Hate Tough Conversations

January 11, 2018

Having a Tough Conversation with a Coworker When You Both Hate Tough Conversations

If you’re having a conflict with a coworker, talking about it together might help. But that can be tricky if the two of you tend to shy away from conflict. While both of you may prefer to do nothing, it’s dangerous if you end up tamping down feelings that could explode later on. One of you needs to take the lead — you might say to your colleague, “I know neither of us likes conflict, but instead of ignoring the problem, what can we do about it?” This will help to engage your colleague in the conversation. Then, do your best to draw the other person out in a sensitive, thoughtful way. If things get tough, don’t withdraw. You’ll need to fight your natural instinct to avoid conflict.

Adapted from “How People with Different Conflict Styles Can Work Together,” by Amy Gallo

Before Resigning, Rehearse What You’ll Say

January 12, 2018

Before Resigning, Rehearse What You’ll Say

Telling your boss that you’re leaving your job isn’t an easy conversation — but flubbing it could burn bridges. Not being able to explain clearly and reasonably why you’re moving on can lead to hurt feelings and misunderstandings, and it can open the door to protracted and painful attempts to talk you into staying. A recent survey showed that one of the most common regrets executives had over resigning was that they didn’t rehearse what they would say. So before you spring your decision on your boss, practice what you’ll say with a trusted colleague. Talk through your personal and professional reasons for leaving and how you plan to mitigate the effects on coworkers and the company. Your colleague may point out implications you hadn’t considered, such as timing or a potential reaction your boss could have. Ask for their advice on the best way to approach the conversation.

Adapted from “3 Mistakes Executives Make When Telling People That They’re Leaving,” by Kelly O. Kay

Show Your Employees You Trust Them by Sharing Information

December 15, 2017

Show Your Employees You Trust Them by Sharing Information

If you want your employees to perform at their best, they have to know you trust them. One way to signal this is to openly share information with them. It’s not always easy, of course, to communicate honestly with employees. Some managers are reluctant to disclose information for fear of premature leaks, second-guessing, or dissension. But being transparent shows that you trust your employees with the truth, even in difficult circumstances. For example, if you’re a manager making pay decisions with an ever-shrinking budget, you may be hesitant to explain your rationale for fear of upsetting people. But if you provide a detailed description of the budget constraints and how the criteria for merit raises will be applied, you can preempt suspicions of bias and demonstrate that you trust employees with sensitive information.

Adapted from “Want Your Employees to Trust You? Show You Trust Them,” by Holly Henderson Brower et al.

When Asking for a New Job Title, Show How It Will Benefit the Company

December 18, 2017

When Asking for a New Job Title, Show How It Will Benefit the Company

If you’ve been in your job for a few years, you’ve probably seen your responsibilities expand. But if your job title hasn’t changed along with them, then it may be time to talk to your boss. Before you ask for a title change, ask yourself, “What would help my manager say yes?” Think carefully about why you deserve a new title — maybe you just sealed a big new deal for the company, or you executed an important project — and how it will help you be more effective in your job. Will it give you more credibility with your colleagues? Help you build rapport with clients? Grant you more authority to make decisions? Consider what your supervisor cares and worries about most, and use that to build your case. Your boss is more likely to agree when the change benefits you and the company.

Adapted from “How to Ask for the Job Title You Deserve,” by Rebecca Knighta

Learn More from Your Experiences by Keeping a Journal

December 20, 2017

Learn More from Your Experiences by Keeping a Journal

When you’re always rushing to do, do, do, it can be tough to find the time to reflect on and learn from your experiences. In the moment, your brain records what takes place, but it determines what’s important for long-term retention later, during periods of quiet reflection. You can help that retention by keeping a journal. Start each entry with the primary outcome — the headline that best captures what happened. Then list the reasons for that outcome. You may need to ask yourself “Why?” several times, peeling back layer after layer, to determine what caused the outcome. Next, write about the emotions that influenced your decision making. Can you determine why certain feelings flared up at certain times? The final step is to identify what you can learn from the experience and what you can do differently next time. When you finish a project, don’t just jump straight into the next one. Use your journal to slow down and consider how you can make better decisions in the future.

Adapted from “The More Senior Your Job Title, the More You Need to Keep a Journal,” by Dan Ciampa

Resolve Conflicts Between Employees by Being a Mediator, Not a Boss

December 20, 2017

Resolve Conflicts Between Employees by Being a Mediator, Not a Boss

Two of your team members have really gotten into it. Their disagreement has escalated from a squabble to a full-blown argument, and now they want you to resolve it. What’s the best way for you to step in? Your instinct might be to immediately fix the problem by making an executive decision, but your team will benefit more if you intervene as a mediator. Ask your colleagues to engage in a mediation process with you. Explain your hope that everyone will work together to find a resolution. And set a ground rule that they should focus on reaching agreement, not on persuading you that one of them is right. Taking this mediator approach will enable your colleagues to resolve the conflict themselves, making them less dependent on you to sort out future problems, and making it more likely that they’ll follow through on the solution. In most workplace arguments, dictating a solution is less effective in the long run than showing your employees how to talk through their concerns together.

Adapted from “How to Handle a Disagreement on Your Team,” by Jeanne Brett and Stephen B. Goldberg

Craft Your Job to Make It More Satisfying

December 21, 2017

Craft Your Job to Make It More Satisfying

If you sit down to complete a task and think “Not this again,” you’re not alone. Most U.S. workers don’t feel fully satisfied with their jobs. Maybe your passions and priorities have changed, or you feel stuck doing the same things over and over. Whatever the reason, you can rediscover a sense of purpose at work through job crafting, or tweaking parts of your job to provide more satisfaction. For example, if you love interacting with people and feel lonely, you may be able to find ways to partner with others on projects. Or you might look for opportunities to incorporate a new skill into your current role. Even small adjustments can make your responsibilities feel more meaningful, motivating you to bring your highest level of initiative and commitment to work.

Talent Search in Tier 2 cities and smaller towns

December 28, 2017

To Find the Best Contractors, Look Beyond the Usual Suspects

If you’re struggling to find qualified candidates for a short-term role, it may be time to expand your search. Don’t assume that the job needs someone who’s done the same type of work in your industry. If you’re reviewing candidates for a project management role in real estate, for example, don’t rule out folks who hail from a health care background, as long as they have the requisite, or transferable, skills. And seek out candidates in markets where there is less competition for them. While you’ll find the biggest supply of talent — and the highest demand — in New York City and San Francisco, some cities have a larger supply and lower demand, such as Los Angeles, Houston, Philadelphia, Denver, and Washington, DC. Despite what you might think, many contractors are willing to relocate, so don’t look only in your market.

Adapted from “A Guide to Finding and Hiring the Best Contractors,” by Alyssa Merwin

If You Mess Up in a Job Interview, Just Fix Your Mistake

December 29, 2017

If You Mess Up in a Job Interview, Just Fix Your Mistake

Job interviews are stressful. Even when you’ve done a ton of preparation and practiced your answers, the pressure might cause you to say the wrong thing, respond to a question incompletely, or leave out a critical piece of information. Of course, you can’t ask for a do-over, but you can try to correct your mistake. If you’re still in the interview, you might politely say: “I just realized that I haven’t mentioned…” or “I don’t think I fully answered your question. I’d like to add…” If you realize your mistake or omission after the interview has ended, you can send a thank-you email that says, “I want to add to [or clarify, or revise] what I said about x…” That way you don’t have to lie awake at night worrying about your flub. You can know that you did your best — and that it’s now up to the hiring manager to decide.

Adapted from “How to Handle Stress During a Job Interview,” by Anna Ranieri

Try Not to Stress Out a Boss Who Stresses You Out

January 04, 2018

Try Not to Stress Out a Boss Who Stresses You Out

No one is their best self under stress — remember this when dealing with a boss who puts you on edge. When your manager is feeling pressure, they’re more likely to display their worst qualities. So don’t make things worse by being a source of stress yourself. If you annoy or upset your manager, or if the work you produce is unacceptable, you can expect the worst aspects of their personality to emerge, which will cause you stress. Do what you can to make your boss’s job easier. Research shows that, regardless of their job and industry, managers tend to promote employees who are rewarding to deal with. So do what you can to be a soothing influence on your boss. It will reduce everyone’s stress levels.

Adapted from “How to Deal with a Boss Who Stresses You Out,” by Tomas Chamorro-Premuzic

Don’t Solve Your Team’s Problems for Them

January 05, 2018

Don’t Solve Your Team’s Problems for Them

If your team is constantly bringing issues to you rather than addressing them on their own, you aren’t doing your job as a manager. So only let problems get escalated to you thoughtfully and occasionally. To make sure you’re not stepping in when you shouldn’t, ask yourself several questions. For example, don’t ask “How do we solve the problem?” until you’ve paused and considered “Who should own this problem?” Balance the need to resolve the issue with consideration for how your actions will influence future behavior. In your desire to help your team, you might be tempted to do more than you should. If others are struggling to solve problems they should rightfully own, always ask “What is the least I can do?” Find the lowest level of initiative for yourself, while requiring your team member to act in ways they are capable of.

Adapted from “When to Solve Your Team’s Problems, and When to Let Them Sort It Out,” by Joseph Grenny

Which of Your Strengths Are You Overusing

January 08, 2018

Which of Your Strengths Are You Overusing?

Most leaders have strengths that make them distinctive. But those same characteristics, when overused, can have a downside. For example, a well-honed sense of self-control can turn into rigidity. Courage, taken to the extreme, might become recklessness. Honesty, if not tempered, can turn into cruelty. It’s worth taking some time to think about which of your skills you might be relying on too much. For example, consider one of your strengths that has served you well at work and has been admired by others. Then try to recall a situation in which you relied on that quality more than you should have. Are there occasions when your strength became a liability, causing more harm than good — and perhaps even leading to an unintended outcome? Keep in mind that we tend to overuse our strengths under stress. When we’re not getting what we want, our instinct is to double down on whatever has worked best in the past.

Adapted from “How to Become a More Well-Rounded Leader,” by Tony Schwartz

Allow the Other Person to Vent During a Difficult Conversation

December 22, 2017

Allow the Other Person to Vent During a Difficult Conversation

During a tense discussion with a colleague, it can be hard to remember that you’re not the only one who’s upset. When your counterpart expresses anger or frustration, don’t stop them. Let them vent as much as possible, and remain calm while it’s happening. Don’t interrupt the venting or interject your own commentary. While you’re doing this, you can either be completely quiet or indicate that you’re listening by using phrases such as “I get that” or “I understand.” Avoid saying anything that assigns feeling or blame, such as “Calm down” or “What you need to understand is…” It’s important to give your counterpart this space, but that’s not to say it’s easy. If you can tolerate the venting, without judging, you’ll soon be able to guide the conversation to a more productive place.

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

Build Relationships with Your Employees by Listening to Them

December 27, 2017

Build Relationships with Your Employees by Listening to Them

All too often, managers behave as if relationships are built at the office holiday party and other social events and are hindered by actually working. If the only way you build connections with your employees is by chitchatting, you’ll either spend valuable time not working or overbook your calendar with social obligations. Instead of relying on long lunches or happy-hour drinks, build good relationships with your employees by making sure they feel heard: Get to know what your people are thinking. Solicit feedback from them. And make listening tangible. Showing people that you hear them is important not just for your direct reports but also for everyone who works for them, because it creates a listening culture that’s self-reinforcing.

Adapted from “Small Talk Is an Overrated Way to Build Relationships with Your Employees,” by Kim Scott

Plan Ahead for Your Post-Retirement Career

October 17, 2017

Plan Ahead for Your Post-Retirement Career

Are you ready to leave behind full-time corporate life for a variety of part-time roles — board seats, adjunct professorships, consulting, or writing? Before you make any big life changes, know what you want from your post-retirement career: Is it flexibility and less travel? The opportunity to give back? A clear view will make sure you choose the right opportunities to pursue. Also, get some relevant experience under your belt. If you want to serve on boards, join a few before you leave your full-time job. If you want to write, be sure you’ve published before you make the leap. Without a track record of success in a certain area, good opportunities will be hard to find. Lastly, be prepared for a slower pace. After years, or decades, of full-time work — the incessant intensity, immediately returned phone calls, in-the-moment demands, and urgent decisions — many executives are surprised to find the pace of portfolio life so much slower.

Adapted from “How to Launch a Successful Portfolio Career,” by Michael Greenspan

Look at All Your " Options Together " ( than one by one ) Before Making a Decision

December 04, 2017

Look at All Your Options Together Before Making a Decision

We make thousands of decisions every day, some simple and some more involved. To improve the chances that you’ll make a “right” choice, try looking at all of your options together rather than evaluating them one at a time. For example, if you’re deciding which job candidates to interview, it’s better to lay out the résumés of all applicants on a table, evaluate and compare them, and then decide whom to interview — instead of looking at one candidate’s résumé, forming an opinion about it, and then moving on to assess the next one. Recent research shows that viewing options together like this makes you more likely to choose the objectively best one. With all of the information in front of you at once, you can compare the options more thoroughly.

Adapted from “To Make Better Choices, Look at All Your Options Together,” by Shankha Basu and Krishna Savani