Thu, 03 Oct 2019
Coaching an Employee to Solve Problems in New Ways
Sometimes an employee gets stuck while solving a problem. They try once and, when they fail, either give up or try again with the same method. You can help a direct report expand their tool set and consider new approaches with coaching. Start off by asking a few questions: What problem are you solving? What concerns you about it? What frustrates other people about it? Your goal is to get the person thinking about why their efforts aren’t working. Repeat their answers back to them. Once they understand why their plan of action is flawed, ask what else they might try, based on what they know about the problem.
Encourage them to think about what type of solution would make sense for this type of problem. Remember, your role here is not to provide answers. It is to clarify the questions the employee is trying to answer, push them to consider new perspectives, and help them reflect on what they’ve learned.
This tip is adapted from “To Coach Junior Employees, Start with 4 Conversations,” by Jerry Connor
Tuesday, December 31, 2019
Family Businesses Have to Define What Success Looks Like
Fri, 27 Sep 2019
Family Businesses Have to Define What Success Looks Like
" Privately held family businesses have a lot of freedom to define success. Yet many founders and owners aren’t clear about exactly what they want their company to achieve, which leads to conflicting priorities and unclear decision making. Ask yourself whether you are most interested in growth (maximizing the financial value of the business), liquidity (generating cash flow for use outside of the business), or control (retaining decision-making authority). Achieving all three goals is difficult, if not impossible, so you’re better off focusing on one or two. Think carefully about why you started the company and which of the three goals are most aligned with your objectives. And don’t forget to revisit your choices as things change, whether they’re external factors like the economy or internal factors like a shift in senior management. What worked well in one environment can be a disaster in another.
This tip is adapted from “Every Business Owner Should Define What Success Looks Like,” by Josh Baron and Vlad Barbieri
Family Businesses Have to Define What Success Looks Like
" Privately held family businesses have a lot of freedom to define success. Yet many founders and owners aren’t clear about exactly what they want their company to achieve, which leads to conflicting priorities and unclear decision making. Ask yourself whether you are most interested in growth (maximizing the financial value of the business), liquidity (generating cash flow for use outside of the business), or control (retaining decision-making authority). Achieving all three goals is difficult, if not impossible, so you’re better off focusing on one or two. Think carefully about why you started the company and which of the three goals are most aligned with your objectives. And don’t forget to revisit your choices as things change, whether they’re external factors like the economy or internal factors like a shift in senior management. What worked well in one environment can be a disaster in another.
This tip is adapted from “Every Business Owner Should Define What Success Looks Like,” by Josh Baron and Vlad Barbieri
4 Ways for Coaches and Consultants to Price Their Services
Thu 26 Sept 2019
4 Ways for Coaches and Consultants to Price Their Services
There are many ways for coaches and consultants to price their services.
(1) The simplest is to bill hourly, which is useful when you don’t know how long a project will take.
But there are drawbacks, such as the record keeping and level of scrutiny it invites. (“Why did this take eight hours instead of five?”)
(2) Once you’ve built trust with a client, a better method is to use a monthly retainer: a flat fee for access to you.
The risk is that clients may feel they own you and try to monopolize your time.
(3) If you offer set services — say, half-day strategy sessions or six-month coaching engagements — another option is to charge a flat fee for each of them. That way clients know exactly what they’re getting and what it will cost.
(4) You could also try a pay-for-results model, in which you make nothing unless your client improves. Yes, it’s risky, but if you’re confident in your process, you can usually charge a premium.
This tip is adapted from “A Short Guide to Pricing Your Services as a Consultant or Coach,” by Dorie Clark et al.
Courtesy : Harvard Business Review
4 Ways for Coaches and Consultants to Price Their Services
There are many ways for coaches and consultants to price their services.
(1) The simplest is to bill hourly, which is useful when you don’t know how long a project will take.
But there are drawbacks, such as the record keeping and level of scrutiny it invites. (“Why did this take eight hours instead of five?”)
(2) Once you’ve built trust with a client, a better method is to use a monthly retainer: a flat fee for access to you.
The risk is that clients may feel they own you and try to monopolize your time.
(3) If you offer set services — say, half-day strategy sessions or six-month coaching engagements — another option is to charge a flat fee for each of them. That way clients know exactly what they’re getting and what it will cost.
(4) You could also try a pay-for-results model, in which you make nothing unless your client improves. Yes, it’s risky, but if you’re confident in your process, you can usually charge a premium.
This tip is adapted from “A Short Guide to Pricing Your Services as a Consultant or Coach,” by Dorie Clark et al.
Courtesy : Harvard Business Review
Invest in Work Relationships That Help You Feel Fulfilled
Wed, 25 Sep 2019
Invest in Work Relationships That Help You Feel Fulfilled
Relationships are a big part of being happy at work. Whether your job is demanding or mundane, you’re more likely to feel fulfilled if you regularly spend time with colleagues who support you and help you create a sense of purpose. Think through your values (who you are) and objectives (what you want to do).
Then review your calendar for the coming month, and consider which events, lunches, and coffee meetings bring you closer to your objectives and which don’t.
Do you thrive when interacting with people who are upbeat? Analytical? Calm? Ambitious?
Are you collaborating with people who share your values?
Of course, you can’t control every facet of your schedule, but when possible, prioritize working and spending time with colleagues who help you feel fulfilled — and minimize interactions with people you find depleting. Keep thinking about how you can make small adjustments to your calendar so that you’re investing in the right relationships.
This tip is adapted from “To Be Happier at Work, Invest More in Your Relationships,” by Rob Cross
Invest in Work Relationships That Help You Feel Fulfilled
Relationships are a big part of being happy at work. Whether your job is demanding or mundane, you’re more likely to feel fulfilled if you regularly spend time with colleagues who support you and help you create a sense of purpose. Think through your values (who you are) and objectives (what you want to do).
Then review your calendar for the coming month, and consider which events, lunches, and coffee meetings bring you closer to your objectives and which don’t.
Do you thrive when interacting with people who are upbeat? Analytical? Calm? Ambitious?
Are you collaborating with people who share your values?
Of course, you can’t control every facet of your schedule, but when possible, prioritize working and spending time with colleagues who help you feel fulfilled — and minimize interactions with people you find depleting. Keep thinking about how you can make small adjustments to your calendar so that you’re investing in the right relationships.
This tip is adapted from “To Be Happier at Work, Invest More in Your Relationships,” by Rob Cross
How to Protect Time for Your Big Projects
Mon 18 Nov 2019
How to Protect Time for Your Big Projects
When you’re trying to tackle an important project that requires concentrated attention, it’s easy to be overly optimistic about your time and to think you’ve got all day — or even several hours — to get it done.
But when you consider all of the meetings, emails, Slack messages, calls, and “quick questions” that take up your day, you probably have less time than you think.
So when you do get a 60- to 90-minute block, focus exclusively on your highest priority project and ruthlessly protect yourself from distractions. Complex and important projects usually have some administrative tasks associated with them that don’t require as much focus or creativity.
Slot those to-dos into other times (say, in between meetings) so they don’t distract from your focus.
It can also help to know what you need to do next on your project, so that you can dive right in.
You don’t want to spend precious focused time trying to find the source materials for your presentation or hunting down a room to sequester yourself. Remove any barriers so you are ready to go.
This tip is adapted from “5 Mental Mistakes That Kill Your Productivity,” by Alice Boyes
How to Protect Time for Your Big Projects
When you’re trying to tackle an important project that requires concentrated attention, it’s easy to be overly optimistic about your time and to think you’ve got all day — or even several hours — to get it done.
But when you consider all of the meetings, emails, Slack messages, calls, and “quick questions” that take up your day, you probably have less time than you think.
So when you do get a 60- to 90-minute block, focus exclusively on your highest priority project and ruthlessly protect yourself from distractions. Complex and important projects usually have some administrative tasks associated with them that don’t require as much focus or creativity.
Slot those to-dos into other times (say, in between meetings) so they don’t distract from your focus.
It can also help to know what you need to do next on your project, so that you can dive right in.
You don’t want to spend precious focused time trying to find the source materials for your presentation or hunting down a room to sequester yourself. Remove any barriers so you are ready to go.
This tip is adapted from “5 Mental Mistakes That Kill Your Productivity,” by Alice Boyes
Manage Your Emotions Before, During, and After a Negotiation
Tue 19 Nov 2019
Manage Your Emotions Before, During, and After a Negotiation
Negotiations can get emotional, to say the least. Whether you’re asking for a raise, more resources for your team, or to restructure your position, you might feel anxious, reluctant, or worried. But you won’t be successful if you’re worked up, so take steps to handle your emotions. Before the negotiation, ask yourself how your counterpart might respond — and why. Doing so will help you identify potential setbacks and gather additional information to respond to their challenges. The more you prepare, the less anxious you will feel. During the negotiation, if you find yourself getting upset or nervous, pause and reflect on the underlying reasons and formulate a strategy to address them. After the negotiation, try to avoid carrying negative emotions. Reflect instead on the moments you were most proud of during your interaction, and focus on how you will use your experience to get the result you want in the future.
This tip is adapted from “3 of the Most Common Challenges Women Face in Negotiations,” by Mara Olekalns et al.
Manage Your Emotions Before, During, and After a Negotiation
Negotiations can get emotional, to say the least. Whether you’re asking for a raise, more resources for your team, or to restructure your position, you might feel anxious, reluctant, or worried. But you won’t be successful if you’re worked up, so take steps to handle your emotions. Before the negotiation, ask yourself how your counterpart might respond — and why. Doing so will help you identify potential setbacks and gather additional information to respond to their challenges. The more you prepare, the less anxious you will feel. During the negotiation, if you find yourself getting upset or nervous, pause and reflect on the underlying reasons and formulate a strategy to address them. After the negotiation, try to avoid carrying negative emotions. Reflect instead on the moments you were most proud of during your interaction, and focus on how you will use your experience to get the result you want in the future.
This tip is adapted from “3 of the Most Common Challenges Women Face in Negotiations,” by Mara Olekalns et al.
Managing a Shameless Self-Promoter
Fri, 22 Nov 2019
Managing a Shameless Self-Promoter
Every good manager wants team members who are smart, skilled, and ambitious. But what if one of your employees spends too much time marketing themselves to senior leaders or takes sole credit for your team’s work?
You don’t want to look insecure, but you need them to put the team before their own agenda.
First, be objective. Is their self-promotion hindering their performance? If they are distracted from their day job, remind them of their responsibilities.
Second, manage your own self-doubt. Don’t be vengeful or self-critical.
Third, be consistent in your feedback. Make clear what self-promotional activities are acceptable, and don’t make exceptions or treat employees differently.
Fourth, don’t fall into the trap of competing with your employee. Competition that stems from positive, shared intent can be constructive, but when it’s based on anxiety, you might end up sabotaging your employee and yourself.
And finally, consider whether there is anything you can learn from your employee. Asking them to share their secrets may feel uncomfortable, but it could also build trust and help you maintain your leadership.
This tip is adapted from “What to Do If Your Employee Starts to Outshine You,” by Nihar Chhaya
Managing a Shameless Self-Promoter
Every good manager wants team members who are smart, skilled, and ambitious. But what if one of your employees spends too much time marketing themselves to senior leaders or takes sole credit for your team’s work?
You don’t want to look insecure, but you need them to put the team before their own agenda.
First, be objective. Is their self-promotion hindering their performance? If they are distracted from their day job, remind them of their responsibilities.
Second, manage your own self-doubt. Don’t be vengeful or self-critical.
Third, be consistent in your feedback. Make clear what self-promotional activities are acceptable, and don’t make exceptions or treat employees differently.
Fourth, don’t fall into the trap of competing with your employee. Competition that stems from positive, shared intent can be constructive, but when it’s based on anxiety, you might end up sabotaging your employee and yourself.
And finally, consider whether there is anything you can learn from your employee. Asking them to share their secrets may feel uncomfortable, but it could also build trust and help you maintain your leadership.
This tip is adapted from “What to Do If Your Employee Starts to Outshine You,” by Nihar Chhaya
Get Noticed by Upper Management
Mon, 25 Nov 2019
Get Noticed by Upper Management
What do you do when you’re ready for a new challenge, but you’re not getting the opportunities you want — and you don’t want to go over your boss’s head?
Your first move should be to demonstrate your commitment to the company. Tell your boss that you’re interested in taking on special projects, ones that will both help the company reach its goals and provide you with an opportunity to stretch yourself.
Another option is to look for opportunities to collaborate across the organization. When you build connections, you expand your network of allies and increase your visibility and influence.
And don’t be afraid to ask directly for opportunities. While you don’t want to push too hard, showing initiative is usually seen as a good thing. Explain why you believe you can make a valuable contribution, as well as what you will gain from the opportunity.
Ultimately management will want to put you in a spot where you can do the most. Sometimes you’ve got to identify where that is and ask for it.
This tip is adapted from “How to Get Noticed by Your Boss’s Boss,” by Melissa Raffoni
Get Noticed by Upper Management
What do you do when you’re ready for a new challenge, but you’re not getting the opportunities you want — and you don’t want to go over your boss’s head?
Your first move should be to demonstrate your commitment to the company. Tell your boss that you’re interested in taking on special projects, ones that will both help the company reach its goals and provide you with an opportunity to stretch yourself.
Another option is to look for opportunities to collaborate across the organization. When you build connections, you expand your network of allies and increase your visibility and influence.
And don’t be afraid to ask directly for opportunities. While you don’t want to push too hard, showing initiative is usually seen as a good thing. Explain why you believe you can make a valuable contribution, as well as what you will gain from the opportunity.
Ultimately management will want to put you in a spot where you can do the most. Sometimes you’ve got to identify where that is and ask for it.
This tip is adapted from “How to Get Noticed by Your Boss’s Boss,” by Melissa Raffoni
Where Are You in Your Career? Where Do You Want to Go?
Career Tip
Where Are You in Your Career? Where Do You Want to Go?
" It’s not always clear how you should think about growing in your career.
One thing to try is writing a “from/to” statement that articulates where you are today and where you want to go.
For example: I want to progress from an individual contributor who adds value through technical expertise and closely follows others’ directions, to a people leader who creates a clear strategy and delivers results through a small team.
To write a from/to, ask trusted superiors and colleagues for their candid view of your current role and your goals.
Tell them to be BRUTALLY HONEST, because their transparency will help you figure out how you need to grow.
Reflect on their answers and incorporate them into your from/to statement — and then have your colleagues read it. Sometimes people think they’re far ahead of where they are, or they choose a destination that is unrealistic. Your advisers can provide a reality check.
This tip is adapted from “A Simple Way to Map Out Your Career Ambitions,” by Marc Effron
Monday, December 30, 2019
Managers, Know When to Stop Talking and Start Listening
Mon 30 Dec 2019
Managers, Know When to Stop Talking and Start Listening
In the run-up to the new year, we’re resharing some of our favorite tips from 2019.
As a manager, you probably have to talk a lot. You want people to have the guidance and direction they need, of course, and there are plenty of situations where you need to speak your mind. But at some point, talking a lot can turn into overcommunicating. You can end up dominating conversations, which means employees’ perspectives aren’t being heard. To make sure you aren’t talking too much, listen as much as you speak. When someone raises a question in a meeting, invite others to weigh in before you. In fact, don’t contribute your thoughts until several other people have offered theirs. That way everyone is included and feels that their input is valued. You can also schedule regular one-on-one sessions with your team members to encourage open communication. Ask employees about their wants, needs, and concerns — and then hush. You may be surprised how much you learn when you’re saying nothing.
This tip is adapted from “Don’t Be the Boss Who Talks Too Much,” by Hjalmar Gislason
Managers, Know When to Stop Talking and Start Listening
In the run-up to the new year, we’re resharing some of our favorite tips from 2019.
As a manager, you probably have to talk a lot. You want people to have the guidance and direction they need, of course, and there are plenty of situations where you need to speak your mind. But at some point, talking a lot can turn into overcommunicating. You can end up dominating conversations, which means employees’ perspectives aren’t being heard. To make sure you aren’t talking too much, listen as much as you speak. When someone raises a question in a meeting, invite others to weigh in before you. In fact, don’t contribute your thoughts until several other people have offered theirs. That way everyone is included and feels that their input is valued. You can also schedule regular one-on-one sessions with your team members to encourage open communication. Ask employees about their wants, needs, and concerns — and then hush. You may be surprised how much you learn when you’re saying nothing.
This tip is adapted from “Don’t Be the Boss Who Talks Too Much,” by Hjalmar Gislason
Thursday, December 26, 2019
Building Your Career While You Wait for Your Dream Job
Fri 18 Oct 2019
Building Your Career While You Wait for Your Dream Job
When you’re starting your career, should you hold out for your dream job or take anything you can get? Trick question — the answer is “a little of each.”
(1) There is value to be had from almost any role, so while you search for that ideal match, pay the bills with jobs that give you one (or more) of three things:
(a) experience, (b) credibility, or (c) income.
You’ll need the right skills and background to land your dream job, so in the meantime, look for roles that will let you build relevant experience.
(2) And consider jobs at companies with great reputations, even if the job in question isn’t your exact goal. Having a top company on your résumé will make you stand out both now and in the future.
(3) Of course, sometimes you just need a paycheck. When all else fails, do what it takes to duct-tape an income together.
This tip is adapted from “Should New Grads Take Any Job or Wait for the Right One?,” by Jodi Glickman
Building Your Career While You Wait for Your Dream Job
When you’re starting your career, should you hold out for your dream job or take anything you can get? Trick question — the answer is “a little of each.”
(1) There is value to be had from almost any role, so while you search for that ideal match, pay the bills with jobs that give you one (or more) of three things:
(a) experience, (b) credibility, or (c) income.
You’ll need the right skills and background to land your dream job, so in the meantime, look for roles that will let you build relevant experience.
(2) And consider jobs at companies with great reputations, even if the job in question isn’t your exact goal. Having a top company on your résumé will make you stand out both now and in the future.
(3) Of course, sometimes you just need a paycheck. When all else fails, do what it takes to duct-tape an income together.
This tip is adapted from “Should New Grads Take Any Job or Wait for the Right One?,” by Jodi Glickman
" Project Confidence in Your Next Presentation "
Wed 20 Nov 2019
" Project Confidence in Your Next Presentation "
Many of us feel anxious when we’re speaking or presenting at a big meeting, but there’s lots of research on what you can do to look confident and competent in front of an audience.
(1) The key is to pay special attention to your body language. Make eye contact and avoid looking at your slides.
A few glances are OK, but NOT at the BEGINNING of your presentation.
(2) Also, keep an open posture with your arms uncrossed and your palms turned up.
(3) Remove any BARRIERS — such as a lectern or a laptop — between you and the audience.
(4) And find areas of your presentation where gestures would help highlight key points or emphasize a concept. For example, if you’re LISTING a number of items, use your FINGERS to count them off ! The last step?
(5) PRACTICE until you get it right.
Don’t be hard on yourself if it takes more time than you expect. There’s nothing more influential than the power of your presence matching the power of your ideas !
This tip is adapted from “How to Look and Sound Confident During a Presentation,” by Carmine Gallo
" Project Confidence in Your Next Presentation "
Many of us feel anxious when we’re speaking or presenting at a big meeting, but there’s lots of research on what you can do to look confident and competent in front of an audience.
(1) The key is to pay special attention to your body language. Make eye contact and avoid looking at your slides.
A few glances are OK, but NOT at the BEGINNING of your presentation.
(2) Also, keep an open posture with your arms uncrossed and your palms turned up.
(3) Remove any BARRIERS — such as a lectern or a laptop — between you and the audience.
(4) And find areas of your presentation where gestures would help highlight key points or emphasize a concept. For example, if you’re LISTING a number of items, use your FINGERS to count them off ! The last step?
(5) PRACTICE until you get it right.
Don’t be hard on yourself if it takes more time than you expect. There’s nothing more influential than the power of your presence matching the power of your ideas !
This tip is adapted from “How to Look and Sound Confident During a Presentation,” by Carmine Gallo
" Resist Your Tendency to Micromanage "
Tue 10 Dec 2019
" Resist Your Tendency to Micromanage "
" Micromanaging is a hard habit to break. How can you combat these tendencies? First, set regular check-ins to discuss the status of projects. You may think you’re being helpful by frequently checking in on a project, but admit it: You’re hovering.
Remind yourself that you hired certain people because of their expertise, so give them the autonomy to use it. Your general knowledge of the required tasks will help you put the right people in the right places. After that, communicate what you need, provide them with the support and resources to accomplish their tasks, and then trust them to carry it out.
Finally, delegate more than you may be comfortable with. Managers who have a talent for delegation — and who put it to use — can breed greater team success than those who immerse themselves in the mundane details.
By empowering your team to take on more, you’ll find yourself worrying — and controlling — a lot less.
This tip is adapted from “3 Ways to Kick Your Micromanaging Habit for Good,” by Serenity Gibbons
" Resist Your Tendency to Micromanage "
" Micromanaging is a hard habit to break. How can you combat these tendencies? First, set regular check-ins to discuss the status of projects. You may think you’re being helpful by frequently checking in on a project, but admit it: You’re hovering.
Remind yourself that you hired certain people because of their expertise, so give them the autonomy to use it. Your general knowledge of the required tasks will help you put the right people in the right places. After that, communicate what you need, provide them with the support and resources to accomplish their tasks, and then trust them to carry it out.
Finally, delegate more than you may be comfortable with. Managers who have a talent for delegation — and who put it to use — can breed greater team success than those who immerse themselves in the mundane details.
By empowering your team to take on more, you’ll find yourself worrying — and controlling — a lot less.
This tip is adapted from “3 Ways to Kick Your Micromanaging Habit for Good,” by Serenity Gibbons
Pressuring Your Sales Team Can Be Counterproductive
11 Dec 2019 Wed
While it’s the sales team’s job to bring in business, simply cranking up the heat to get the numbers you want can backfire.
Instead of dialing up the pressure, engage with sellers to help them succeed.
(1) Start by focusing on the sales process rather than the outcome. (2) Then work with the sales team to understand where they need leadership help. This may include planning sales call strategies or discussing creative approaches to gain access to key decision-makers.
(3) Also, offer coaching. Selling often requires expertise that isn’t provided in training, so salespeople need ongoing support.
(4) Provide good models of what works. Give them a chance to practice those skills.
(5) Then give clear feedback and allow them to incorporate your feedback into their performance.
If you do this not just once, but over and over again, they will hone and then master the essential skills.
Remember, pressure may create diamonds out of coal, but you are working with people.
This tip is adapted from “3 Ways to Motivate Your Sales Team — Without Stressing Them Out,” by Scott Edinger
While it’s the sales team’s job to bring in business, simply cranking up the heat to get the numbers you want can backfire.
Instead of dialing up the pressure, engage with sellers to help them succeed.
(1) Start by focusing on the sales process rather than the outcome. (2) Then work with the sales team to understand where they need leadership help. This may include planning sales call strategies or discussing creative approaches to gain access to key decision-makers.
(3) Also, offer coaching. Selling often requires expertise that isn’t provided in training, so salespeople need ongoing support.
(4) Provide good models of what works. Give them a chance to practice those skills.
(5) Then give clear feedback and allow them to incorporate your feedback into their performance.
If you do this not just once, but over and over again, they will hone and then master the essential skills.
Remember, pressure may create diamonds out of coal, but you are working with people.
This tip is adapted from “3 Ways to Motivate Your Sales Team — Without Stressing Them Out,” by Scott Edinger
Tuesday, November 26, 2019
Try This Exercise to Think Like Your Company's Competitors !
Tip on Strategy .
Try This Exercise to Think Like Your Company's Competitors !
" Sometimes a company’s strengths can quickly turn into weaknesses.
For example, a small and seemingly unimportant rival might figure out how to use your firm’s size against you !
Here’s an exercise to help you look for threats and opportunities where you hadn’t realized they exist.
First, divide your employees into two teams.
Ask Team A to list your company’s strengths and Team B to list its weaknesses.
Then have the teams swap lists.
Ask Team B to argue that the strengths are actually threats to the organization’s future, and Team A to argue that the weaknesses are opportunities.
Next, do an external analysis: Ask Team A to list the strengths it sees in your competition, and Team B the weaknesses.
Again, have the teams swap lists and make the counterarguments.
The goal of this exercise is to open your, and your employees’, eyes to new possibilities — and guard against sudden changes that could mean trouble for your company !
This tip is adapted from “Are Your Company’s Strengths Really Weaknesses?,” by Adam Brandenburger
Try This Exercise to Think Like Your Company's Competitors !
" Sometimes a company’s strengths can quickly turn into weaknesses.
For example, a small and seemingly unimportant rival might figure out how to use your firm’s size against you !
Here’s an exercise to help you look for threats and opportunities where you hadn’t realized they exist.
First, divide your employees into two teams.
Ask Team A to list your company’s strengths and Team B to list its weaknesses.
Then have the teams swap lists.
Ask Team B to argue that the strengths are actually threats to the organization’s future, and Team A to argue that the weaknesses are opportunities.
Next, do an external analysis: Ask Team A to list the strengths it sees in your competition, and Team B the weaknesses.
Again, have the teams swap lists and make the counterarguments.
The goal of this exercise is to open your, and your employees’, eyes to new possibilities — and guard against sudden changes that could mean trouble for your company !
This tip is adapted from “Are Your Company’s Strengths Really Weaknesses?,” by Adam Brandenburger
Project Priorities
Tip 23 Sept 2019 Mon
Ask 3 Questions Before Taking on a New Project
" Being proactive at work is generally a good thing. But if your initiative isn’t channeled in the right way, it can backfire — squandering resources and even damaging your reputation. That’s why it’s important to think carefully before taking on a project. Ask yourself three questions to help.
First, “Am I the right person to lead this?” Consider whether you have the personal interest and professional expertise needed, as well as whether you can commit enough time and resources. Remember, not every problem is yours to solve. Second, “Whose support will I need?”
Consider who will be affected by the project and who you’ll need on board for it to succeed. Make sure you’ll be able to get the blessing of key stakeholders. Last, “Do I understand how important this project is, or isn’t, to the company?” If an idea doesn’t align with your goals or the organization’s mission, pursuing it is likely to be a waste of time.
This tip is adapted from “When to Take Initiative at Work, and When Not To,” by Sharon K. Parker and Ying (Lena) Wang
Ask 3 Questions Before Taking on a New Project
" Being proactive at work is generally a good thing. But if your initiative isn’t channeled in the right way, it can backfire — squandering resources and even damaging your reputation. That’s why it’s important to think carefully before taking on a project. Ask yourself three questions to help.
First, “Am I the right person to lead this?” Consider whether you have the personal interest and professional expertise needed, as well as whether you can commit enough time and resources. Remember, not every problem is yours to solve. Second, “Whose support will I need?”
Consider who will be affected by the project and who you’ll need on board for it to succeed. Make sure you’ll be able to get the blessing of key stakeholders. Last, “Do I understand how important this project is, or isn’t, to the company?” If an idea doesn’t align with your goals or the organization’s mission, pursuing it is likely to be a waste of time.
This tip is adapted from “When to Take Initiative at Work, and When Not To,” by Sharon K. Parker and Ying (Lena) Wang
Monday, November 25, 2019
A " Learning Tip " for Trainers, L&D Pros !
A " Learning Tip " for Trainers, L&D Pros !
When You’re Learning, You Should Feel Uncomfortable !
" Being a beginner at something can feel awkward and embarrassing, especially if you’re used to being an expert.
But those feelings are the inescapable " growth pains" that come from developing and improving.
To get used to the discomfort, know that it’s BRAVE to be a beginner.
Exposing your weaknesses and trying new things takes courage.
You can make the challenge a bit easier by looking for learning situations where the STAKE are LOW — maybe a class where you’re not expected to be an expert or you don’t know anyone else.
If it helps, tell fellow participants that you may mess up whatever you’re about to attempt.
Your willingness to take risks may inspire others to do the same !
And whatever you do, don’t stop learning. Keep pushing yourself, especially in the areas where you are accomplished, so you can get even better. If you are WILLING to feel embarrassment and shame, and even to FAIL, there’s no end to what you can do ; you can improve by leaps & bound !
This tip is adapted from “Learning Is Supposed to Feel Uncomfortable,” by Peter Bregman
Courtesy : Harvard Business Review
When You’re Learning, You Should Feel Uncomfortable !
" Being a beginner at something can feel awkward and embarrassing, especially if you’re used to being an expert.
But those feelings are the inescapable " growth pains" that come from developing and improving.
To get used to the discomfort, know that it’s BRAVE to be a beginner.
Exposing your weaknesses and trying new things takes courage.
You can make the challenge a bit easier by looking for learning situations where the STAKE are LOW — maybe a class where you’re not expected to be an expert or you don’t know anyone else.
If it helps, tell fellow participants that you may mess up whatever you’re about to attempt.
Your willingness to take risks may inspire others to do the same !
And whatever you do, don’t stop learning. Keep pushing yourself, especially in the areas where you are accomplished, so you can get even better. If you are WILLING to feel embarrassment and shame, and even to FAIL, there’s no end to what you can do ; you can improve by leaps & bound !
This tip is adapted from “Learning Is Supposed to Feel Uncomfortable,” by Peter Bregman
Courtesy : Harvard Business Review
Ask Your Employees to Give You Feedback
20 Sept 2019 Fri
Ask Your Employees to Give You Feedback
" Managers, your employees usually know where you need to improve. That’s valuable information for you to have as you keep growing and advancing — but are you encouraging your team to share it?
Make it SAFE for employees to give you feedback.
At team meetings, for example, you could take a moment to report on your recent work and ask people to rate your efforts. They may hesitate at first, but they’ll get more comfortable with it OVER TIME ! You can also ask a candid direct report to be your coach.
Meet regularly to request feedback, and be public about the commitment to show your sincerity.
Whatever method you use, give examples of when you’ve gotten tough feedback in the past, to show it’s OK for employees to give it now.
You might say, “I’ve heard from Madan that I am often inaccessible because I spend a lot of time out of the office. I’m working on a plan to fix that. What else can I do to improve?”
This tip is adapted from “How Leaders Can Ask for the Feedback No One Wants to Give Them,” by Joseph Grenny and Brittney Maxfield
Ask Your Employees to Give You Feedback
" Managers, your employees usually know where you need to improve. That’s valuable information for you to have as you keep growing and advancing — but are you encouraging your team to share it?
Make it SAFE for employees to give you feedback.
At team meetings, for example, you could take a moment to report on your recent work and ask people to rate your efforts. They may hesitate at first, but they’ll get more comfortable with it OVER TIME ! You can also ask a candid direct report to be your coach.
Meet regularly to request feedback, and be public about the commitment to show your sincerity.
Whatever method you use, give examples of when you’ve gotten tough feedback in the past, to show it’s OK for employees to give it now.
You might say, “I’ve heard from Madan that I am often inaccessible because I spend a lot of time out of the office. I’m working on a plan to fix that. What else can I do to improve?”
This tip is adapted from “How Leaders Can Ask for the Feedback No One Wants to Give Them,” by Joseph Grenny and Brittney Maxfield
How to Answer One of the Hardest Job Interview Questions
How to Answer One of the Hardest Job Interview Questions
“So…tell me about yourself.” Although this job interview question seems simple, answering it is anything but.
Should you share your life story? Your job history? It’s tempting to turn your LinkedIn page into a monologue, but don’t — the interviewer already has your résumé. Instead, talk about what the company really needs from the role you’re vying for.
Before the interview, scrutinize the job description for phrases like “required,” “must have,” and “highly desired.”
Go to the About Us section of the company’s website and read up on the corporate culture and core values. Then think about how to connect your background and interests to what the company is looking for.
Practice your response so that you’re ready when you walk into the interview room. You want to sound like your career has been building to this role and you are the best person to fill it.
This tip is adapted from “How to Respond to ‘So, Tell Me About Yourself’ in a Job Interview,” by Joel Schwartzberg
“So…tell me about yourself.” Although this job interview question seems simple, answering it is anything but.
Should you share your life story? Your job history? It’s tempting to turn your LinkedIn page into a monologue, but don’t — the interviewer already has your résumé. Instead, talk about what the company really needs from the role you’re vying for.
Before the interview, scrutinize the job description for phrases like “required,” “must have,” and “highly desired.”
Go to the About Us section of the company’s website and read up on the corporate culture and core values. Then think about how to connect your background and interests to what the company is looking for.
Practice your response so that you’re ready when you walk into the interview room. You want to sound like your career has been building to this role and you are the best person to fill it.
This tip is adapted from “How to Respond to ‘So, Tell Me About Yourself’ in a Job Interview,” by Joel Schwartzberg
Friday, November 1, 2019
Presentation Tip when you are using NUMBERS !
01 Oct 2019
Presentation Tip when you are using NUMBERS !
Help People Understand Your Data by Making It Relatable !
People can’t use data to make decisions if they don’t understand what the numbers mean !
To help colleagues wrap their heads around a data point — how big or tiny it is, how important it should seem — compare it with something concrete and relatable.
When you’re talking about lengths of TIME , frame your data in terms of flights between cities, or train journeys or road trips , or TV episodes — whatever your audience will know !
( By the time you travel between Jaipur and Delhi by road, my coding will be over ! )
When you’re talking about SIZE , use places and things that are familiar to listeners.
For instance, if you were trying to show a Kolkota audience what 1 million users ( 10 Lakhs people ) really looks like, you might mention Eden Garden cricket stadium , which has 1 lakh seats: “Our users would fill the Eden Gardens stadium almost 10 times.”
Articulating figures this way can keep the narrative from getting lost in the numbers.
Presentation Tip when you are using NUMBERS !
Help People Understand Your Data by Making It Relatable !
People can’t use data to make decisions if they don’t understand what the numbers mean !
To help colleagues wrap their heads around a data point — how big or tiny it is, how important it should seem — compare it with something concrete and relatable.
When you’re talking about lengths of TIME , frame your data in terms of flights between cities, or train journeys or road trips , or TV episodes — whatever your audience will know !
( By the time you travel between Jaipur and Delhi by road, my coding will be over ! )
When you’re talking about SIZE , use places and things that are familiar to listeners.
For instance, if you were trying to show a Kolkota audience what 1 million users ( 10 Lakhs people ) really looks like, you might mention Eden Garden cricket stadium , which has 1 lakh seats: “Our users would fill the Eden Gardens stadium almost 10 times.”
Articulating figures this way can keep the narrative from getting lost in the numbers.
Time Management Tip for busy Managers & Executives
01 Nov 2019 Fri
Time Management Tip for busy Managers & Executives
If You’re Constantly Feeling Overwhelmed, Try This !!
Between work, family, and our personal lives, it’s no surprise that many of us feel overwhelmed a lot of the time. If your to-do list never seems to get shorter, step back and try a new approach. For example, consider whether certain tasks are stressing you out more than others. If so, focus on those first: Finish a big project as soon as possible, or break down a complicated goal into more manageable steps. You should also consider whether perfectionist tendencies are getting in your way. For each task, think about what “good enough” looks like, and be honest about whether spending more time on something will meaningfully improve it. (If not, take a breath and move on.) Finally, ask yourself which to-dos are truly a good use of your time — and then delegate those that aren’t. Could you send an employee to a meeting you don’t need to be at, or outsource meal preparation at home if you don’t like cooking? Thinking about how you’re using your time can help you use it more wisely.
This tip is adapted from “How to Deal with Constantly Feeling Overwhelmed,” by Rebecca Zucker
Time Management Tip for busy Managers & Executives
If You’re Constantly Feeling Overwhelmed, Try This !!
Between work, family, and our personal lives, it’s no surprise that many of us feel overwhelmed a lot of the time. If your to-do list never seems to get shorter, step back and try a new approach. For example, consider whether certain tasks are stressing you out more than others. If so, focus on those first: Finish a big project as soon as possible, or break down a complicated goal into more manageable steps. You should also consider whether perfectionist tendencies are getting in your way. For each task, think about what “good enough” looks like, and be honest about whether spending more time on something will meaningfully improve it. (If not, take a breath and move on.) Finally, ask yourself which to-dos are truly a good use of your time — and then delegate those that aren’t. Could you send an employee to a meeting you don’t need to be at, or outsource meal preparation at home if you don’t like cooking? Thinking about how you’re using your time can help you use it more wisely.
This tip is adapted from “How to Deal with Constantly Feeling Overwhelmed,” by Rebecca Zucker
Thursday, October 31, 2019
How to Make Use of Your Anxiety for Positive Results
November 04, 2013
How to Make Use of Your Anxiety for Positive Results
Research participants who were asked to give an impromptu three-minute talk scored higher on persuasiveness and confidence if they first said to themselves “I am excited,” in comparison with those who said “I am anxious” or explicitly tried to calm down, says Alison Wood Brooks of Harvard Business School. Similarly, karaoke singers who first said “I am excited” scored an average of 81% on pitch, volume, and rhythm, compared with those who said “I am anxious” (69%) or “I am calm” (53%). People who are in a “high arousal” state tend to believe that calming down will help them perform, but it can be better to channel that arousal in a positive direction by being energetic and passionate, Brooks says.
SOURCE: Overcoming Nervous Nelly
A Case for democratic leadership !
November 05, 2013
A Case for democratic leadership !
Research finding :
When You Feel Powerful You Talk Too Much, and Your Subordinates Perform Poorly
Experiment :
In a computer-based simulation of a Mount Everest expedition, teams whose leaders had been induced to feel powerful (“Think about a time when you had power over someone”) achieved just 59% of their goals, in comparison with 76% by teams whose leaders hadn’t been induced to feel powerful .
Reason ?
A feeling of power prompts leaders to verbally dominate, which gives the impression that they are LESS open to others’ ideas !
This perception diminishes team performance.
Advice to Orgnanizations :
Organizations might be able to minimize this effect by maintaining an egalitarian culture, reminding leaders of subordinates’ importance, and encouraging employees to question the legitimacy of leaders who dominate social interactions, the researchers say.
Research Conducted by : Leigh Plunkett Tost of the University of Michigan, Francesca Gino of Harvard, and Richard P. Larrick of Duke.
SOURCE: When Power Makes Others Speechless: The Negative Impact of Leader Power on Team Performance
Dear Leader , Should You Be Nice or Tough?
November 06, 2013
Should You Be Nice or Tough?
Leaders often take one of two approaches: “Drivers” are good at establishing high standards, keeping people focused on goals, and continually improving.
“Enhancers,” by contrast, act as role models, giving honest feedback in a helpful way, developing people, and maintaining trust.
NEITHER approach on its own is sufficient to increase employee engagement.
Instead, think in terms of “and” instead of “or.”
You can demand a great deal from employees, but also be seen as considerate, trusting, and collaborative.
If you consider yourself a driver, don’t be afraid to be the “nice guy” sometimes. For example, when setting a challenging target, acknowledge just how hard it might be on your team and offer to help if they need it !
On the other hand, if you’re an enhancer, try setting demanding goals with your usual words of encouragement. Both approaches need to be used with equal force to maximize engagement.
Adapted from “Nice or Tough: Which Approach Engages Employees Most?” by Jack Zenger and Joseph Folkman.
It Matters Which Avatar You Choose When Gaming
February 27, 2014
It Matters Which Avatar You Choose When Gaming
Research participants who had played a 5-minute computer game using a Superman avatar were subsequently kinder to other people, and those who had played as the evil Voldemort were less kind, say Gunwoo Yoon and Patrick T. Vargas of the University of Illinois at Urbana-Champaign. After the computer game, the participants were instructed to provide an unspecified amount of chocolate and hot chili sauce to other people who they believed would be required to eat it all (untrue); those who had been “Superman” provided about twice as much chocolate as chili sauce, while those who had been “Voldemort” did the reverse.
SOURCE: Know Thy Avatar: The Unintended Effect of Virtual-Self Representation on Behavior
It Matters Which Avatar You Choose When Gaming
Research participants who had played a 5-minute computer game using a Superman avatar were subsequently kinder to other people, and those who had played as the evil Voldemort were less kind, say Gunwoo Yoon and Patrick T. Vargas of the University of Illinois at Urbana-Champaign. After the computer game, the participants were instructed to provide an unspecified amount of chocolate and hot chili sauce to other people who they believed would be required to eat it all (untrue); those who had been “Superman” provided about twice as much chocolate as chili sauce, while those who had been “Voldemort” did the reverse.
SOURCE: Know Thy Avatar: The Unintended Effect of Virtual-Self Representation on Behavior
Can a President’s Happy Talk Hurt the Economy?
February 28, 2014
Can a President’s Happy Talk Hurt the Economy?
It’s known that fantasizing about an ideal future makes individuals decrease their effort, but can the same effect be seen on the scale of a national population? After studying U.S. presidential inaugural addresses, a team led by A. Timur Sevincer of the University of Hamburg in Germany concluded that the answer is yes:
Positive thinking about the future, as expressed in these speeches, predicted declines in GDP over the subsequent presidential term. Happy talk may prevent people from preparing for difficulties, the researchers say.
SOURCE: Positive Thinking About the Future in Newspaper Reports and Presidential Addresses Predicts Economic Downturn
How to Build a Feedback-Rich Culture
February 10, 2014
How to Build a Feedback-Rich Culture
Direct feedback is the most efficient way for people to understand their impact on others in working relationships — but few of us realize that interpersonal feedback is as much a product of the surrounding CULTURE as of the relationship itself. To cultivate a culture conducive to feedback here are 2 steps :
(1) Start small.
We miss opportunities to provide positive feedback every day because we think only big wins merit discussion !
When you see any behavior you want to encourage, ACKNOWLEDGE it - and express appreciation.
(2) Make it OK to say no.
If people feel free to postpone such ( feedback ) conversations when they’re NOT READY to have them, they’ll feel respected , and be MORE willing to listen when the conversations do take place.
Adapted from “Building a Feedback-Rich Culture” by Ed Batista.
Italy’s Government Unwittingly Helped Spread the Mafia to Northern Cities
February 11, 2014
Italy’s Government Unwittingly Helped Spread the Mafia to Northern Cities
One reason for the recent pervasive infiltration of southern-Italian crime organizations into the country’s northern regions is a government policy that punishes mafiosi by forcing them to resettle far from their home towns, say Paolo Buonanno of the University of Bergamo in Italy and Matteo Pazzona of Universidad Catolica del Norte in Chile. The Italian government assumed that if gangsters were removed from the south and immersed in the more-law-abiding north, they would reform; nearly 3,000 suspected criminals were resettled under the confino plan from 1961–1974. But these individuals acted as seeds in transplanting crime into formerly mafia-free areas, the researchers say.
SOURCE: Migrating Mafias
Wednesday, October 30, 2019
" Banish Bland Language ( empthy corporate cliches ) from Strategic Plans !! "
CEO mentioned in this piece - looks like my first KAJIN SISTER ( Cousin ) in our previous birth ! Here is why !!
February 07, 2014
" Banish Bland Language ( empthy corporate cliches ) from Strategic Plans !! "
Strategic plans are often filled with empty phrases like
“Leverage Our World Class Operating Capabilities” or
head-scratching aspirations like “Reshape Our Pricing and Trade Strategy to Effectively Drive Demand While Maintaining Market Access.”
Language like this can signal that a team DOESN'T have a clear idea of what they need to succeed !
To counter this dynamic, the CEO of a large financial services firm BANNED her organization from using a LIST of words and phrases such as “leverage,” “synergy,” “disintermediation,” and “robust.”
With the right leadership, a good strategic plan will deliver meaningful substance that can be translated into action.
Adapted from “Four Tips for Better Strategic Planning” by Ron Ashkenas and Logan Chandler.a
February 07, 2014
" Banish Bland Language ( empthy corporate cliches ) from Strategic Plans !! "
Strategic plans are often filled with empty phrases like
“Leverage Our World Class Operating Capabilities” or
head-scratching aspirations like “Reshape Our Pricing and Trade Strategy to Effectively Drive Demand While Maintaining Market Access.”
Language like this can signal that a team DOESN'T have a clear idea of what they need to succeed !
To counter this dynamic, the CEO of a large financial services firm BANNED her organization from using a LIST of words and phrases such as “leverage,” “synergy,” “disintermediation,” and “robust.”
With the right leadership, a good strategic plan will deliver meaningful substance that can be translated into action.
Adapted from “Four Tips for Better Strategic Planning” by Ron Ashkenas and Logan Chandler.a
Comfortable Music Makes You Dream of Comfort
February 07, 2014
Comfortable Music Makes You Dream of Comfort
Research participants who browsed tourist accommodations online were 16 times more likely to prefer a hotel room if they were listening to jazz rather than to West African djembe drumming; those who had heard the drums were more likely to choose campsites or youth hostels, according to research reported in the Wall Street Journal. Jazz may stimulate thoughts of comfort, while drumming may trigger visions of the countryside and adventure, the researchers say.
SOURCE: Music Genres May Influence What We Buy Online
A Better Way to Manage Family-Friendly Schedules
February 06, 2014
A Better Way to Manage Family-Friendly Schedules
( and how to be a Family-Friendly boss !! )
Many managers want to allow employees to create flexible work arrangements, but it can be hard to know how to respond to such requests. Here are two guidelines for well-meaning supervisors who want to provide for more flexibility:
(1) Evaluate performance continuously.
Employees should submit regular progress reports, with any special arrangements regarding flexibility contingent on their upholding required levels of performance. Schedule evaluations around the rhythms of CLIENT PROJECTS rather than arbitrary annual deadlines; focus on goal-setting and coaching as much as reviewing accomplishments.
(2) Delegate, coach, and let your people earn trust.
Develop employees so they can work more autonomously through coaching, feedback, and resources. Having the confidence to allow employees more discretion over how and where they work frees you up to focus more on value-adding work than double-checking theirs.
Adapted from “How to Be a Family-Friendly Boss” by Scott Behson.
Setting Consecutive Difficult Goals Has a Dark Side - Unethical Behaviour
February 05, 2014
Research Fact :
Setting Consecutive Difficult Goals Has a Dark Side - Unethical Behaviour
( important fact for managers and supervisors )
Finding :
Consecutive high-performance goals deplete employees’ cognitive resources and tend to exacerbate unethical behavior over time .
For example, research participants who were given the most difficult goals in a series of arithmetic tasks CHEATED 84% more than the average !!
Advice for Managers :
Although tough goals can increase performance, managers should be aware that consecutive DIFFICULT goals may generate NEGATIVE consequences for organizations, the researchers say .
Research Conducted by : David T. Welsh of the University of Washington and Lisa D. Ordóñez of the University of Arizona.
SOURCE: The dark side of consecutive high performance goals: Linking goal setting, depletion, and unethical behavior
Monday, October 28, 2019
Develop Your Emotional Agility
November 08, 2013
Develop Your Emotional Agility
Everyone has felt critical, doubtful, or scared, even at work—and attempting to minimize or ignore such emotions can amplify them. Effective leaders neither buy into nor try to suppress their inner experiences—instead, they develop “emotional agility,” a skill which enables them to approach their inner experiences in a mindful and productive way. These practices can help you do the same:
(1) Recognize your patterns.
In what instances does your thinking become rigid and repetitive, playing like a broken record you’ve heard time and time again? That’s a telltale sign that you’ve been hooked by a thought or feeling.
(2) Label your thoughts and emotions.
This allows you to see them as they are: transient sources of data that may or may not prove helpful. Taking this “helicopter view” of your emotions simplifies them; it turns the thought “My coworker is wrong—he makes me so angry,” into “I’m having the thought that my coworker is wrong, and I’m feeling anger.”
(3) Accept feelings with an open attitude.
They may be signaling that something important is at stake, like your values. This gives you the chance to act on them.
Adapted from “Emotional Agility,” by Susan David and Christina Congleton.
Develop Your Emotional Agility
Everyone has felt critical, doubtful, or scared, even at work—and attempting to minimize or ignore such emotions can amplify them. Effective leaders neither buy into nor try to suppress their inner experiences—instead, they develop “emotional agility,” a skill which enables them to approach their inner experiences in a mindful and productive way. These practices can help you do the same:
(1) Recognize your patterns.
In what instances does your thinking become rigid and repetitive, playing like a broken record you’ve heard time and time again? That’s a telltale sign that you’ve been hooked by a thought or feeling.
(2) Label your thoughts and emotions.
This allows you to see them as they are: transient sources of data that may or may not prove helpful. Taking this “helicopter view” of your emotions simplifies them; it turns the thought “My coworker is wrong—he makes me so angry,” into “I’m having the thought that my coworker is wrong, and I’m feeling anger.”
(3) Accept feelings with an open attitude.
They may be signaling that something important is at stake, like your values. This gives you the chance to act on them.
Adapted from “Emotional Agility,” by Susan David and Christina Congleton.
Three Tips for Motivating Your Customer Service Team
February 11, 2014
Three Tips for Motivating Your Customer Service Team
Scripting exactly what customer service employees should do in every situation drains the initiative out of even the most highly motivated workers ! But when you set up a system that enables you to trust your employees to exercise their own judgment and learn from their experience, they may well deliver a far better customer experience.
(1) Establish guardrails !
People handling calls should understand where they have latitude and where they don’t. Within those guardrails, your team should be free to exercise judgment.
(2) Seek feedback.
Ask customers for feedback after each transaction. Circulate the comments to team leaders so they can see where they’re succeeding, where they still have work to do, and what, specifically, your customers point out.
(3)Coaching and support.
Free your supervisors and experienced customer care professionals from some tasks so they can devote time to coaching and getting new hires get up to speed.
Adapted from “Leading by Letting Go” by Rob Markey.
Job Satisfaction & Gratitude during recession
January 31, 2014
Research Finding :
People Who Join the Labor Force in Recessions Are Happier with Their Jobs !
In a study of U.S. survey data from 1975 through 2008, Emily C. Bianchi of Emory University finds that people who entered the work force when the economy was faltering are more satisfied with their jobs in later years.
For example, graduating from a university when the unemployment rate was 9.7% as opposed to 7.0% is associated with a 9% increase in one measure of job satisfaction.
Reason :
People who graduate in tough economic times are subsequently less likely to ruminate about how they might have done better and are more likely to FEEL GRATEFUL for the jobs they have, Bianchi suggests.
SOURCE: The Bright Side of Bad Times: The Affective Advantages of Entering the Workforce in a Recession
Work-Life Balance Begins with Exercise
February 03, 2014
Work-Life Balance Begins with Exercise
Recent research has found that regular exercisers are less likely to experience conflict between their work and home roles. Exercise reduces stress, which makes time at home and at work more productive and enjoyable. You may view an exercise regimen as yet another commitment, but a reduction in stress is tantamount to an expansion of time. People who exercise regularly also feel more capable of taking things on and getting them done, which carries over into both work and home roles.
To add fitness to your schedule, try exercising before your workday starts (it’s so easy to find reasons not to exercise later in the day); high-intensity interval training workouts are effective and fast. Or take a break during your workday to work out, especially if you can take advantage of on-site facilities. You’ll return to your desk ready to tackle that next challenge.
Adapted from “How Regular Exercise Helps You Balance Work and Family” by Russell Clayton.
Sunday, October 27, 2019
Social Experiment : Lying to your Life Partner or the Significant Other
Social Experiment : Lying to your Life Partner or the Significant Other !
November 13, 2013
" Are You Among the 14% Who Always Tell the Truth? "
The Experimetn :
There was a laboratory experiment to test people’s willingness to lie to a PARTNER in a game .
Here are the results ( Ahem ) !
(a) 14% of people always chose to be truthful, even if lying would have benefited them !
(b) 14% chose to LIE whenever they stood to GAIN !
(c) The rest reacted in VARIABLE ways to incentives, sometimes lying and sometimes not, except for one participant
(d) who ALWAYS lied , regardless of circumstances !
Experiment Conducted by : a team led by Uri Gneezy of the University of California, San Diego.
Courtesy : Harvard Business Review
November 13, 2013
" Are You Among the 14% Who Always Tell the Truth? "
The Experimetn :
There was a laboratory experiment to test people’s willingness to lie to a PARTNER in a game .
Here are the results ( Ahem ) !
(a) 14% of people always chose to be truthful, even if lying would have benefited them !
(b) 14% chose to LIE whenever they stood to GAIN !
(c) The rest reacted in VARIABLE ways to incentives, sometimes lying and sometimes not, except for one participant
(d) who ALWAYS lied , regardless of circumstances !
Experiment Conducted by : a team led by Uri Gneezy of the University of California, San Diego.
Courtesy : Harvard Business Review
Yes, It’s Worth It to Work Those Long Hours
November 12, 2013
Yes, It’s Worth It to Work Those Long Hours
For young, highly educated workers who usually put in long hours, working 5 extra hours per week is linked to a 1% increase in annual wage growth, according to a study of thousands of U.S. workers by Dora Gicheva of the University of North Carolina. The finding holds only for those who work at least 48 hours per week; when hours are lower than that, there’s no correlation between additional work and wage growth. Males’ willingness or ability to work long hours accounts for some, but not all, of the gender difference in wage growth, Gicheva says.
SOURCE: Working Long Hours and Early Career Outcomes in the High-End Labor M
How Temporary Teams Can Encourage Innovation
November 13, 2013
How Temporary Teams Can Encourage Innovation
We tend to think that the longer a team is together, the better it will perform. But research into the inner workings of teams, particularly creative ones, suggests that the best teams might temporary. Short-lived teams form around a given project, collaborate, disband, and repeat – and to get things done quickly, need to be made up of a diverse pool of talent. This encourages innovation, as individuals on the team are exposed to a broad set of business challenges and can cross-pollinate ideas from different industries, life experiences, and cultural perspectives. To put this insight into practice, try shaking up your organization’s same-old team divisions to collaborate on a new short-term project, looking beyond job titles and business units. You may well find that more experienced colleagues bring knowledge of the process while greener members bring fresh ideas that enhance creativity.
Adapted from “Why The Best Teams Might Be Temporary,” by David Burkus.
Importance of Aptitude Test before job interviews .
Importance of Aptitude Test before job interviews .
November 14, 2013
Test Candidates Before Interviewing Them
In most organizations, recruiters review résumés, conduct interviews with promising candidates, and then use tests to determine which applicant is the best fit.
But recent research shows that using short, web-based APTITUDE tests as the FIRST SCREENING step efficiently weeds out the least-suitable applicants, leaving a smaller pool for the more costly aspects of the hiring process.
These tests more accurately predict performance than an interview, especially in the SERVICE industry.
For example, a company concerned about absenteeism found that workers who scored in the highest 30% were more than twice as likely to have perfect attendance as workers in the bottom 30%.
A security company learned that the bottom 30% of test-takers had five times as many accidents as the top 30%.
One organization began testing to screen out the bottom quarter of applicants before reviewing applications. The candidates called in for interviews were better qualified, the average number interviewed for each successful hire fell, and managers saved thousands of hours of effort.
Adapted from “When Hiring, First Test, and Then Interview,” by John Bateson, Jochen Wirtz, Eugene Burke, and Carly Vaughan.
November 14, 2013
Test Candidates Before Interviewing Them
In most organizations, recruiters review résumés, conduct interviews with promising candidates, and then use tests to determine which applicant is the best fit.
But recent research shows that using short, web-based APTITUDE tests as the FIRST SCREENING step efficiently weeds out the least-suitable applicants, leaving a smaller pool for the more costly aspects of the hiring process.
These tests more accurately predict performance than an interview, especially in the SERVICE industry.
For example, a company concerned about absenteeism found that workers who scored in the highest 30% were more than twice as likely to have perfect attendance as workers in the bottom 30%.
A security company learned that the bottom 30% of test-takers had five times as many accidents as the top 30%.
One organization began testing to screen out the bottom quarter of applicants before reviewing applications. The candidates called in for interviews were better qualified, the average number interviewed for each successful hire fell, and managers saved thousands of hours of effort.
Adapted from “When Hiring, First Test, and Then Interview,” by John Bateson, Jochen Wirtz, Eugene Burke, and Carly Vaughan.
Saturday, October 26, 2019
Are Your Employees Happy?
November 19, 2013
Are Your Employees Happy?
Do you know how your employees feel about their jobs? Checking in with your team about their satisfaction can help you retain them. Book a recurring appointment every month or quarter to ask your direct reports whether they are happy at work and what you can do to make them happier. Don’t wait for the annual review to have this conversation, and don’t assume that you have all the information you need if you’ve asked once—circumstances change over time and feelings can evolve accordingly.
These simple questions not only show your team that they have your support, but can boost their job performance and the fulfillment they get from it. Maintain open lines of communication so that you can address issues before they become full-blown problems.
Adapted from “Go Ahead: Ask Your Employees If They’re Happy,” by Allison Rimm.
Fuel Your Team’s Curiosity
November 18, 2013
Fuel Your Team’s Curiosity
It can be hard to find time for reflection and thoughtful conversation at the office, but work is more rewarding when it involves some level of discovery. Here are a few tips to encourage your team’s desire to learn:
(1) Write agendas as questions.
People are more likely to engage in discussions when they know they can affect the outcome. Presenting your agenda in question form invites everyone at the meeting to contribute.
(2) Avoid blame.
Instead, try to find ideas for improvement. Without reprimanding your employee, ask him what he thinks should be done to get a project back on track. This allows him to take accountability and add value.
(3) Embrace all learning.
Employees usually feel that they should only ask for educational resources that are explicitly work-related, but all learning is valuable ! Practicing curiosity can benefit your organization in unexpected ways; an employee requesting funds for a photography class, for example, may save you the expense of hiring outside photographers down the road.
Adapted from “Four Ways to Cultivate a Culture of Curiosity,” by Katie Smith Milway and Alex Goldmark.
Lavish Praise Can Backfire in Some Cases
January 30, 2014
Research Finding
Lavish Praise Can Backfire in Some Cases
Children whose self-esteem was at least 1.3 standard deviations below average reacted to lavish praise (“You made an incredibly beautiful drawing”) by becoming less willing to take on challenges, possibly out of fear that they might not be able to perform as “incredibly” well in the future, according to a study led by Eddie Brummelman of Utrecht University in the Netherlands.
Children with high self-esteem did the opposite, responding to lavish praise by seeking greater challenges.
Although many educators encourage parents and teachers to shower praise on pupils, adults should resist the temptation in the case of children who appear to have low self-esteem, the researchers say.
SOURCE: “That's Not Just Beautiful--That's Incredibly Beautiful!”: The Adverse Impact of Inflated Praise on Children With Low Self-Esteem
Motivate Your Customer-Experience Team
January 30, 2014
Motivate Your Customer-Experience Team
Outstanding customer experience requires motivated, empowered frontline employees. To engage your customer-experience team and motivate them to provide an exceptional customer experience:
(1) Hire for attitude, not aptitude — and then reinforce attitude.
To get friendly service, hire friendly people. Recruit frontline staff with a natural service bent by conducting group interviews. Seeing how applicants interact with one another will help you assess their communication and people skills.
(2) Focus on purpose, not rules.
Rules are necessary, but they go only so far. To motivate employees and give meaning to their work, define your company’s purpose: a succinct explanation of the intended customer experience that resonates at an emotional level. When you set clear expectations and trust your people to do their jobs, they’ll feel valued and empowered – and they’ll go that extra mile through passion, not compliance.
Adapted from “The Secret to Delighting Customers” by Dilip Bhattacharjee, Bruce Jones, and Francisco C. Ortega.
Sunday, October 20, 2019
coaching subordinates - 4 questions
03 Oct 2019 ( read full article )
Coaching an Employee to Solve Problems in New Ways
Sometimes an employee gets stuck while solving a problem. They try once and, when they fail, either give up or try again with the same method. You can help a direct report expand their tool set and consider new approaches with coaching. Start off by asking a few questions: What problem are you solving? What concerns you about it? What frustrates other people about it? Your goal is to get the person thinking about why their efforts aren’t working. Repeat their answers back to them. Once they understand why their plan of action is flawed, ask what else they might try, based on what they know about the problem. Encourage them to think about what type of solution would make sense for this type of problem. Remember, your role here is not to provide answers. It is to clarify the questions the employee is trying to answer, push them to consider new perspectives, and help them reflect on what they’ve learned.
This tip is adapted from “To Coach Junior Employees, Start with 4 Conversations,” by Jerry Connor
Coaching an Employee to Solve Problems in New Ways
Sometimes an employee gets stuck while solving a problem. They try once and, when they fail, either give up or try again with the same method. You can help a direct report expand their tool set and consider new approaches with coaching. Start off by asking a few questions: What problem are you solving? What concerns you about it? What frustrates other people about it? Your goal is to get the person thinking about why their efforts aren’t working. Repeat their answers back to them. Once they understand why their plan of action is flawed, ask what else they might try, based on what they know about the problem. Encourage them to think about what type of solution would make sense for this type of problem. Remember, your role here is not to provide answers. It is to clarify the questions the employee is trying to answer, push them to consider new perspectives, and help them reflect on what they’ve learned.
This tip is adapted from “To Coach Junior Employees, Start with 4 Conversations,” by Jerry Connor
Saturday, October 19, 2019
How to Handle a Meeting Gone Off-Track
November 20, 2013
How to Handle a Meeting Gone Off-Track
When someone derails a meeting, it’s easy to assume that they’re the problem and the solution is to rein them in—but your assumptions may also be off-track. For smoother meetings, try these techniques:
(1) Define what will be covered.
If your team doesn’t explicitly agree on the meeting’s purpose and topic, interpretations will differ. Start your meeting by saying something like, “My understanding of the purpose of this meeting is X; does anyone have a different understanding, or think we need to add anything?”
(2)Take a breath before a new topic.
To reduce the chance that people will reintroduce issues that have been fully discussed, ask if anyone has something to add before moving on to a new topic.
(3)Make fresh connections.
If you’ve agreed on what to discuss and someone still seems off-track, ask her to explain how the topics are related. You might learn of a correlation that you hadn’t considered; if so, let the team decide whether to explore the idea now or, if it’s unrelated but still important, at a future meeting.
How to Handle a Meeting Gone Off-Track
When someone derails a meeting, it’s easy to assume that they’re the problem and the solution is to rein them in—but your assumptions may also be off-track. For smoother meetings, try these techniques:
(1) Define what will be covered.
If your team doesn’t explicitly agree on the meeting’s purpose and topic, interpretations will differ. Start your meeting by saying something like, “My understanding of the purpose of this meeting is X; does anyone have a different understanding, or think we need to add anything?”
(2)Take a breath before a new topic.
To reduce the chance that people will reintroduce issues that have been fully discussed, ask if anyone has something to add before moving on to a new topic.
(3)Make fresh connections.
If you’ve agreed on what to discuss and someone still seems off-track, ask her to explain how the topics are related. You might learn of a correlation that you hadn’t considered; if so, let the team decide whether to explore the idea now or, if it’s unrelated but still important, at a future meeting.
Camaraderie at Work Can Be a Competitive Advantage
December 18, 2013
Camaraderie at Work Can Be a Competitive Advantage
Not surprisingly, workers enjoy their jobs more when they have friendships with colleagues. But camaraderie is more than just having fun; it’s also about creating a common sense of purpose.
Companies should create and value camaraderie as a competitive advantage for recruiting top talent, retaining employees, and improving engagement, creativity, and productivity. Many companies engage in corporate challenges such as bike-to-work day, wellness competitions, community service events, and other activities to build a sense of teamwork and togetherness. Help foster a culture of camaraderie by being clear what you want the culture to be within your organization. Model the culture: spend time with employees and treat people with respect. Leverage your employees’ talents by encouraging their ideas; your people must feel proud of the products and services your organization provides.
Adapted from “We All Need Friends at Work” by Christine M. Riordan.
Use Note-Taking Apps to Prioritize
December 17, 2013
Use Note-Taking Apps to Prioritize
With the remarkable retrieval capacity of digital note-taking apps, you can always find (and remember) your records of important conversations and meetings.
Better still, thoughtfully organizing your notes will help you focus on your top priorities and drive your energies toward your most important work.
In Evernote ( OneNote, Springpad, and SimpleNote are other popular apps), create notebooks that are as broad as possible while still reflecting specific projects and responsibilities; rather than "XYZ account," for example, use "Key Industries" or "West Coast Prospects."
Evernote automatically organizes notebooks alphabetically, but any notebooks that have names beginning with punctuation or symbols ("!ManagementTips") show up at the top of the list, followed by names beginning with numbers. Use this to your advantage: name notebooks to keep key priorities, projects, and responsibilities on top so that you’ll see and think about them every day.
Adapted from Work Smarter With Evernote by Alexandra Samuel.
Shopping for Things Brings Emotional Benefits ( shopping therapy )
December 25, 2013
Shopping for Things Brings Emotional Benefits
Research participants who had viewed a movie clip of a sad scene (the death of a boy’s mentor in The Champ) registered a sadness decline of 2.28 points (on a 100-point scale) as a result of shopping for small quantities of office supplies such as ball-point pens, according to a study led by Scott Rick of the University of Michigan.
The research underscores that making shopping CHOICES helps to restore a sense of personal CONTROL over one’s environment and thus helps alleviate sadness, the researchers say.
SOURCE: The Benefits of Retail Therapy: Making Purchase Decisions Reduces Residual Sadness
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