Build Strengths That Complement Your Weaknesses

December 18, 2018
Build Strengths That Complement Your Weaknesses
We all have strengths that simultaneously work for us and against us. For example, you may be detail-oriented in a way that causes you to spend too much time checking others’ work. Or you may ask questions that are important — but so incisive that they intimidate people. In these cases, the answer isn’t to play down the strength or not use it. (If you do, you might lose its benefits.) Instead, build a complementary skill that compensates for the strength’s downside. For example, if you tend to ask incisive questions, you can balance that out by increasing your warmth — maybe by acknowledging the speaker’s insights before asking your questions. Or you could thank the person for bringing the topic to your attention, or add a few words of support. On the flip side, if you’re so friendly and supportive that you don’t sufficiently challenge people’s thinking, push yourself to ask more difficult questions — without losing your natural friendliness.

Adapted from “Why Leaders Need to Cultivate Complementary Strengths,” by Peter Bregman

To Build an Inclusive Culture, Understand Who Your Employees Really Are

January 31, 2019

To Build an Inclusive Culture, Understand Who Your Employees Really Are

When employees feel free to be themselves at work — when they don’t think they have to hide their religion or sexual orientation, for example — they’re much more likely to be happy in their jobs. One way to encourage this kind of openness is to build an inclusive culture, which starts with knowing who your employees truly are. Conducting an employee engagement survey can be an effective way to find out. Segment the data you collect by criteria — such as gender, ethnicity, and age — to help you identify and address issues among different groups of employees. Focus groups are another way to gain insight. They are best facilitated by a third party so that employees can speak freely. The most powerful way to learn about your employees, however, is one-on-one discussions. For these conversations to be effective, you need to have an open-door policy and a “tell me anything” persona. Being honest about your thoughts and feelings will build trust and show people that you’re human, too.

Adapted from “To Retain Employees, Focus on Inclusion — Not Just Diversity," by Karen Brown

Show You’re Passionate in a Job Interview (Without Bragging About Yourself)

May 8, 2019

Show You’re Passionate in a Job Interview (Without Bragging About Yourself)

Hiring managers and recruiters want candidates who are passionate about their work. But going on and on about your past achievements can feel awkward. Luckily, there are subtler ways to show your commitment. For example, instead of telling hiring managers all about the great work you’ve done, explain why you do what you do. What drew you to your field? What motivates you to go to the office every day? You can also talk about when you’ve gone above and beyond your job description. Have you ever put in extra effort on a project you cared about? Taken on responsibilities that weren’t part of your job? Another way to show your enthusiasm is to share how you spend your free time. Are your hobbies or volunteer work connected to your field? Have you used your skills to help a nonprofit or community organization? Talk about that.

Adapted from “How to Show You’re Passionate in a Job Interview,” by Sabina Nawaz

How to Respond When a Great Employee Says They’re Leaving

January 28, 2019
HR Tip 
How to Respond When a Great Employee Says They’re Leaving

When a talented employee of yours announces their resignation, it’s a dreadful moment !! 

(1) The first thing you should do is take some time to PROCESS  any negative emotions you feel, such as frustration or disappointment. These kinds of feelings are normal, but they won’t help you address the situation productively.

(2)  Once you’ve reflected, focus on celebrating the employee’s accomplishments and gathering their honest feedback about the team. Set an example by expressing genuine support for their decision to leave; you may want to throw a goodbye party or a similar event to wish them well. 

(3) And then make sure you conduct an exit interview, even if HR will do one too. 

(4) Ask for the person’s advice on RETAINING OTHER  employees and improving the experience of working for you ! 
 By being willing to hear uncomfortable truths, you’ll show the person that you respect the experience and knowledge they gained during their time there.

Adapted from “How to Manage Morale When a Well-Liked Employee Leaves," by Liane Davey

How to Work with Someone Who Bugs You

January 21, 2019

How to Work with Someone Who Bugs You

Sometimes you have to work with a colleague you don’t particularly like. They may not be toxic or difficult — they might just get on your nerves. To work with them productively, remind yourself that while you won’t get along with everyone, there is potential value in every interaction. Think about the other person’s point of view: Why do they do the things that annoy you? What might be motivating them? And how do you seem to them? It also helps to approach conversations with a problem-solving mindset: “I don’t feel like we are working together as effectively as we could. What do you think? Do you have any ideas for how we can work together better?” If that doesn’t work, try asking for their help: “You’ve been around here longer than I have. What should I be doing more or less of?” This can ease tensions and reboot a difficult relationship because it shows that you value the person’s experience.

Adapted from “How to Collaborate with People You Don’t Like," by Mark Nevins

Find Ways to Be Productive in an Open Office

December 17, 2018
Find Ways to Be Productive in an Open Office
An open office can be a nightmare when it comes to noise — especially when you’re working on something that requires your undivided attention. To get the focus you need, talk to your team to sync up expectations about how you can all work optimally. Develop some ground rules. For example, you all might agree that when one colleague is on the phone, everyone else will only whisper. It’s also smart to invest in noise-canceling headphones. They not only drown out unwanted noise but also serve as a visual cue that you don’t want to be disturbed. Another tactic is to scout out a private, quiet space — an underused conference room, say — that will allow you to write and think when you truly can’t be interrupted. Finally, if noise is still a problem, ask your manager about moving to a new desk. Don’t lodge complaints about your talkative coworkers; be positive and tell your boss that you’ll be more productive in another space.

Adapted from “Staying Focused in a Noisy Open Office,” by Rebecca Knighta

How Do You Ask Your Boss for an Unpaid Leave?

February 20, 2019

How Do You Ask Your Boss for an Unpaid Leave?

Say you’d like to take time off work to travel or spend time with family, but don’t have enough vacation days. How do you ask your boss for an unpaid leave? Before the conversation, think about the concerns that might come up. Your manager will have a lot of reasons to say no, so know how you’ll respond to them. Consider what you want to achieve during your leave, and be ready to frame your request in terms of how it will benefit the company. You might outline the new skills you’ll learn, or the professional connections you’ll make. When it’s time to talk, bring multiple options to the table. Does the leave need to happen all at once, or could it be staggered in phases? Keep an open mind in case your boss suggests a plan you haven’t thought of. And, of course, time the conversation for when your manager is feeling positive about your performance.

Adapted from “How to Ask Your Boss for an Unpaid Leave to Travel, Study, or Spend Time with Family," by Amy Gallo

Family Businesses Should Embrace (Some) Conflict

May 2, 2019

Family Businesses Should Embrace (Some) Conflict

Families that run companies often avoid conflict, worrying about how fighting could affect the business. 
But conflict is inevitable, and ignoring it can lead to disastrous consequences: limited growth, poor decision making, and a loss of competitive advantage. 

A better approach is to reframe “fighting” (something volatile and uncomfortable) as “disagreeing” (something constructive and less uncomfortable).
 Disagreements - (a) give people space to express their views, 
(b) consider new ones, and 
(c) solve problems. 
Action Plan 
(1) In your next business meeting, encourage people to share points of view that clash with yours.
(2)  Don’t take any tension personally; remind everyone that you all want what’s best for the business, and that disagreeing with each other is normal and healthy (as long as it’s done respectfully). 
As family members get more comfortable with disagreements, they’ll feel more able to bring up tough issues that need to be addressed. 

And they’ll see that a little conflict can make their bonds and the company even stronger.

Adapted from “Why Family Businesses Need to Find the Right Level of Conflict,” by Josh Baron

To Cultivate Creativity on Your Team, Set the Conditions for It

February 1, 2019

To Cultivate Creativity on Your Team, Set the Conditions for It

There is no such thing as a “creative personality”; anybody can be creative, given the right opportunities and context. So if you need more creativity on your team, don’t just hire more people — develop the ones who already work for you. Research has found that expertise in a certain field is a key ingredient for producing creative work, so offer your team coaching to help them master the skills your organization needs. Practicing is another path to expertise. Find ways for employees to use new skills again and again, and give them feedback so that they keep improving. It’s also important to encourage exploration. Set aside time for employees to play around with new ideas and follow inspiration wherever it leads, even when there isn’t an obvious connection to their jobs. Finally, reward persistence. Ideas often need time to develop — lots of it — and someone’s passion project could turn out to be your company’s next big innovation.

Adapted from “Set the Conditions for Anyone on Your Team to Be Creative," by Greg Sat

What’s Stopping Your Team from Being More Creative?

May 1, 2019

What’s Stopping Your Team from Being More Creative?

If your employees are struggling to be creative, think about what might be getting in their way. Sometimes it may be the team’s processes. When people have to adhere too strictly to rules and procedures, brainstorming suffers. Can employees express opinions that run counter to the way things are normally done? Are they allowed to think broadly and originally? If not, try removing the processes or bureaucratic limitations that hold them back during creative sessions. Encourage employees to take risks, try unorthodox approaches, and disagree with the conventional thinking. But sometimes what gets in the way of creativity is people’s self-perception. If employees view themselves as not creative, they may be less likely to contribute. When you sense that someone is holding back, offer them coaching and support. Remind them that no suggestions are wrong or bad, and that every contribution is important. And tell them that if they believe they can become more creative over time, there’s a good chance they will.

Adapted from “How to Unlock Your Team’s Creativity,” by Rebecca Shambaugh

Make Time to Focus on Each Employee’s Professional Growth

April 30, 2019

Make Time to Focus on Each Employee’s Professional Growth

Managers are supposed to help their teams develop professionally — and great managers tailor their development efforts to each person. Doing so helps you understand the nuances of how people are growing week by week and month by month. At the end of each week, take 15 minutes to write down recent steps you’ve taken to support team members. Note what patterns you’re seeing for each employee, opportunities for future growth, and feedback you’d like to give. As you gain insight into someone’s progress, find a few minutes to pull the person aside to discuss it. You don’t have to wait for their formal review; engaging with people on an ongoing basis shows that you know what success looks like for them and are working to help them achieve it. When employees see that you take their growth seriously, they’re more likely to give you their best efforts.

Adapted from “Why a One-Size-Fits-All Approach to Employee Development Doesn’t Work,” by Sydney Finkelstein

Go Home Early and Spend Some Time on Your Hobbies

April 26, 2019

Go Home Early and Spend Some Time on Your Hobbies

When we don’t make time for our hobbies, our professional lives pay a price. Why? Three reasons. 

First, hobbies awaken our creativity. It’s hard to come up with new ideas at work when our brains are filled with targets and deadlines. A creative hobby pulls you out of that by giving you a blank canvas and mental space to make connections. 

Second, hobbies provide a fresh perspective. Part of coming up with ideas is imagining how people (say, customers) will react to them. If you write, paint, or make music, you’re probably used to thinking about how a reader or listener will experience your work. Bring that mentality to your job, too. 

Lastly, hobbies bolster confidence. When a tough project has you feeling discouraged, taking an hour for a hobby can boost your confidence and mood. Use that boost to tackle the project with fresh resolve.

Adapted from “Why You Should Work Less and Spend More Time on Hobbies,” by Gaetano DiNardi

Digital Polling Can Get Your Team Aligned on Strategy

May 13, 2019

Digital Polling Can Get Your Team Aligned on Strategy

When leadership teams are misaligned on a strategy, sometimes it’s because people disagree with it but hesitate to say so (particularly if the boss is present).
 For example, they may voice their support for an initiative in the planning meeting but find reasons not to commit resources to it later on. 

One solution to this misalignment is anonymous, real-time digital polling. 
The next time your leadership team discusses a strategic move, don’t ask people whether they agree with it.
 Instead, direct attendees to a polling platform where they can vote on the initiative from their phones or laptops. 

If the meeting is about, say, new growth innovation, ask everyone to vote on what percentage of profits the firm should invest.
 After the votes are cast, display the data for the group to see; you could also ask people to explain their reasoning. 

Remember, the goal isn’t to squash disagreements — it’ to surface them so that the team can have a richer, more productive discussion.

Adapted from “A Simple Way to Get Your Leadership Team Aligned on Strategy,” by Scott D. Anthony and Bernard C. Kümmerli

Managers, Don’t Let Your To-Do List Distract You from Leading Your Team

April 29, 2019

Managers, Don’t Let Your To-Do List Distract You from Leading Your Team

Just like everyone else, managers have to get things done every day. But when managers focus too much on their to-do lists, they may not have enough time for developing and inspiring their employees. If you’re struggling to balance your individual work and the work of leading your team, reset your priorities. Seek out leaders who find that balance and ask how they do it. You can also ask them for feedback on your efforts. Use the feedback to think about ways you can give employees what they need, whether it’s holding regular career development conversations, pausing to acknowledge a colleague’s efforts, or closing your laptop to focus in one-on-one meetings. Over the next few weeks, notice when you feel a task or deadline pulling your attention away from a direct report. Remind yourself to focus on the people you’re leading — you’ll be able to get back to your to-do list soon enough.

Adapted from “Why Highly Efficient Leaders Fail,” by Rebecca Zucker

Articulate Your Personal Philosophy and Live by It

May 14, 2019

Articulate Your Personal Philosophy and Live by It

Worrying about what other people think of us can be paralyzing. We stop taking chances. We play it safe. And our careers suffer for it. One way to fight these anxieties is to develop a personal philosophy, a phrase or sentence that articulates your sense of who you are. 
Think about the following questions: 
What values drive your actions? 
Who has qualities that align with yours, and what are they? 
What makes you feel that you’re performing at your best? 
How do you want to live your life?

 Write down your answers, and look for what they have in common. Use the words that stand out to you to come up with your personal philosophy. Then commit to living by it. 

When something at work starts to lower your confidence, let your philosophy remind you of what’s important to you and why you do what you do. Shut out the noise of others’ opinions and focus on the things that really matter.

Adapted from “How to Stop Worrying About What Other People Think of You,” by Michael Gervais

Employee down on motivation ? What can you do ?

May 15, 2019

If an Employee Loses Their Motivation, Find Out Why

When one of your employees starts to seem unmotivated, you should try to find out why. It’ll be far easier to help once you know the reason for their lack of motivation. Talk to the person about what you’ve been seeing; make clear that your intention is to understand their perspective, not scold them. You may hear that the employee doesn’t think their work connects to their values. In that case, try to draw connections between what they do and what they care about. Or you may hear that the person feels they lack the skills their work requires. Respond by building their confidence — point out when they’ve overcome challenges in the past, and consider breaking their tasks into smaller, more manageable chunks. Or you may hear that the employee isn’t sure why they’re struggling. Encourage them to think carefully about what’s holding them back. After identifying the problem, brainstorm solutions and discuss how they can approach the situation more productively.

Adapted from “4 Reasons Good Employees Lose Their Motivation,” by Richard E. Clark and Bror Saxberg

Hold Your Own Networking Event

May 29, 2019

Hold Your Own Networking Event

Attending conferences and scheduling meetups are great ways to network, but they aren’t the only way. An often overlooked approach is organizing a gathering yourself, which lets you be strategic about who you get to know. Think carefully about how many people you’ll invite and who they should be. It’s good to keep the event small, which makes it more intimate. One strategy is to bring people together who have something in common, which guarantees they have things to talk about. For instance, they could all be alumni of your alma mater, or tech industry folks, or women entrepreneurs. You could also just invite people who interest you. And think about the mix of personalities in the room. Your goals should be to ensure everyone is on equal footing and to create a great group dynamic. So if you know someone tends to dominate the conversation, leave them off the invite list.

Adapted from “How to Plan Your Own Networking Event (and Invite the Right People),” by Dorie Clark

During Organizational Change, Ask Employees What They’re Worried About

April 25, 2019

During Organizational Change, Ask Employees What They’re Worried About

If you want to lead a successful organizational change, you have to communicate about the change empathetically. And that means finding out how your team feels and tailoring your emails and meetings to their concerns. Leaders who don’t take this step risk alienating their employees, who may already be feeling nervous or skeptical. So talk to your team members about what’s happening and why. Ask what they’re worried about and what kind of improvements they’d like to see. Listen closely, and then use your communications to address what you heard. Repeat these steps during each phrase of the change, so you can gauge how people’s feelings are shifting over time. The goal is to make sure everyone feels included and heard. You should also be as transparent about the change as possible. It’s likely that you’ll need to keep some details about the how and why private, but being open will build trust and credibility.

Adapted from “The Secret to Leading Organizational Change Is Empathy,” by Patti Sanchez

Want to Read Books More? Read Your Phone Less

April 24, 2019

Want to Read Books More? Read Your Phone Less

Maybe you think you don’t have enough time to read books.
 But consider how many texts, emails, and tweets you read each day — and how much time you’d get back by cutting some of that out of your life ?? 
(1)  Making your phone less addictive can help. 
(2) Next, change your reading habits. 
Instead of using a Kindle or an iPad, try paper books. They immerse you in the story, they show off what you’re reading to others — and best of all, they don’t interrupt you with text messages. 
To motivate yourself, remember: Research has shown that reading makes us more empathetic, compassionate, and understanding.

Working for a Boss Whose Goals Are Unrealistic

April 22, 2019

Working for a Boss Whose Goals Are Unrealistic

Working for a manager with unrealistic expectations can feel like you’re being set up to fail. But there are a few approaches you can take to get the feedback and direction you need. aIf your manager sets too-lofty goals, create several plans of action and ask which is closest to what they have in mind. Use their response to steer the conversation toward a realistic version of the goal. You may have to iterate on the plan, but this process can help build trust on both sides. If your boss ignores the practical realities of what they want to get done, acknowledge the goal without labeling it as unrealistic. Discuss your concerns, as well as what has and hasn’t worked in the past, and ask your boss what the next steps should be. And remember that you and your manager probably are on the same side, even if it doesn’t feel that way. Stay calm and pay attention to which approaches your boss responds well to.

Adapted from “How to Work for a Boss Who Has Unrealistic Expectations,” by Liz Kislik

3 Questions to Keep You Focused in a New Job

April 19, 2019

3 Questions to Keep You Focused in a New Job

Your first few months in a job have a major impact on whether you succeed. Many people have trouble deciding where to focus their energy early on, so use three questions to guide you.

(1) “How will I create value?” 
Know what is expected of you, by when, and how your progress will be assessed. Consider the interests of all stakeholders (not just your boss), and keep in mind that the answer to the question may shift over time.
(2) “Whose support is critical?”
 The company has a political landscape — learn to navigate it. Learn who has power and influence, and then build alliances with them. If you can help them accomplish their goals, they may return the favor later on.

(3) “What skills do I need?” 
The abilities that got you the job may not be the same ones you need now. The sooner you understand what you should acquire and develop, the better.
Adapted from “5 Questions to Ask When Starting a New Job,” by Michael D. Watkins

Go Home Early and Spend Some Time on Your Hobbies !

April 26, 2019
Career Tip 
Go Home Early and Spend Some Time on Your Hobbies ! 

When we don’t make time for our hobbies, our professional lives pay a price. Why? 
Three reasons. 
(1) First, hobbies awaken our creativity. It’s hard to come up with new ideas at work when our brains are filled with targets and deadlines !! A creative hobby pulls you out of that by giving you a blank canvas and mental space to make connections.

(2) Second, hobbies provide a fresh perspective. 
Part of coming up with ideas is imagining how people (say, customers) will react to them. If you write, paint, or make music, you’re probably used to thinking about how a reader or listener will experience your work. Bring that mentality to your job, too. 

(3) Lastly, hobbies bolster confidence. 
When a tough project has you feeling discouraged, taking an hour for a hobby can boost your confidence and mood. Use that boost to tackle the project with fresh resolve.
Courtesy : Harvard Business Review 

Do You Struggle to Find Something to Say in Meetings?

April 16, 2019

Do You Struggle to Find Something to Say in Meetings?

Speaking up in a meeting can increase your visibility at work, but it doesn’t come naturally to everyone. If you struggle to offer your thoughts on the spot, you can try a few things. Before the meeting, prepare a few comments or questions so that you know you’ll have something to say. You should also think about your reasons for wanting to speak up in the first place. Ask yourself why you care about the meeting’s topic, and use the answer as inspiration when crafting your comments and questions. During the meeting, when your turn comes, pause and breathe. Doing this can strengthen your voice, helping you to speak with clarity and authority. But remember, saying something just to say something isn’t always a great idea. If you’re speaking up to show off or to offer a comment that would be better expressed one-on-one with someone, it may be better to say nothing.

Adapted from “How to Speak Up in a Meeting, and When to Hold Back,” by Allison Shapira

Talking to a Coworker Who’s Been Having a Hard Time

May 7, 2019

Talking to a Coworker Who’s Been Having a Hard Time

We all have bad days at work. But when a colleague is struggling for an extended period of time, how should you be supportive? Try to help them reflect on their feelings and what they need to move forward. (Note this works best when you and the person have a close relationship.) For example, you could get them talking by saying: “It seems like something has been bothering you. Can I help?” or “You’ve seemed stressed and preoccupied lately. Would you like to talk about what’s going on?” Be careful not to make the person feel judged. Don’t imply they already should have gotten over their problem, and avoid telling them how to feel. For example, don’t say: “You should stop worrying so much” or “You’re making too big a deal about this.” 
Keep in mind that bouncing back takes time — you can’t force someone to feel better. That said, helping a coworker return to their normal self is usually worth a try.

Adapted from “How to Talk with a Coworker Who’s Having a Tough Time,” by Deborah Grayson Riegel

When the Future Is Unclear, Help Employees Focus on Doing Good Work Every Day

May 6, 2019

When the Future Is Unclear, Help Employees Focus on Doing Good Work Every Day

One of the greatest challenges of managing people is leading them through uncertain times. Maybe market conditions are changing, or it isn’t clear how your team fits into the C-suite’s strategy. Not having an obvious goal, or a clear way to reach it, can be really uncomfortable. You can help your team cope by telling them to focus on one thing: doing their jobs well. They may not know what the future holds, but they do know what their responsibilities are. Doing good work every day can give your team a sense of direction and alleviate some of their discomfort. You should also cultivate an atmosphere of open communication, which can create emotional steadiness. When there’s new information you can share about what’s going on, share it. Let your team know they can be honest about their emotions, and be honest about yours too — as long as it’s productive. Employees will take their cues from you, so project calm and avoid unhelpful stress-driven responses.

Adapted from “Managing When the Future Is Unclear,” by Lisa Lai

To Start Your Week Refreshed, Treat the Weekend Like a Vacation

February 19, 2019

To Start Your Week Refreshed, Treat the Weekend Like a Vacation

When Monday morning arrives, do you feel relaxed? Or are you still stressed out from the previous week? Research shows that one way to make your weekends more refreshing is to think of them as a short vacation. Part of this is simply enjoying yourself: sleep in, do less housework, eat a bit more than you normally would. And find ways to make common tasks more fun, whether that’s turning on upbeat music in the car while running errands or making yourself a margarita for folding laundry. Another part is slowing down: Pay attention to your surroundings, the activity at hand, and the people who are involved. Keeping your mind on whatever’s happening will help you savor it, which in turn will help you feel like you’re breaking out of the day-to-day grind. But save these “vacation weekends” for when you really need them — research shows they lose their effects if they happen too often.

Adapted from “Treat Your Weekend Like a Vacation," by Cassie Mogilner Holmes

To Be a Strong Leader, Don’t Hide Your Weaknesses

February 18, 2019

To Be a Strong Leader, Don’t Hide Your Weaknesses

What makes someone a strong leader? One characteristic that is often overlooked is humility. The best managers acknowledge their weaknesses and aren’t afraid to show their vulnerabilities. It’s tempting to want colleagues to see you only at your best, but that’s a bad way to lead. For one thing, it’s unsustainable. We’re all human, and we all make mistakes. Sooner or later, you will, too. For another, leading is about connecting. People will follow you, work hard for you, and sacrifice for you if they feel connected to you. And they won’t feel that way if you only let them see what you think will impress them. So don’t be afraid to own up to the areas where you aren’t perfect. If it helps, think of it this way: You aren’t weak; you have weaknesses. There is a difference.

Adapted from “The Best Leaders Aren’t Afraid to Ask for Help," by Peter Bregman

To Help Your Team with Stress and Burnout, Encourage Healthy Habits

March 29, 2019

To Help Your Team with Stress and Burnout, Encourage Healthy Habits

As a manager, it’s your job to support your team through intense work periods. The first step to take care of yourself: Eat nutritious food, exercise, get plenty of sleep, and find a friend to vent to when you need it. These things aren’t luxuries — a healthy mind and body will help you lead well. When you turn your attention to your team, think about how you can be compassionate, be a source of optimism, and set a good example. Show your employees that, whatever the stressful situation, you’re all in it together. Talk about how you cope with stress, and encourage people to take breaks, improve their work-life balance, and maintain a healthy attitude toward daily work and deadlines. It can also be useful to remind people why their work is important to the company and to customers. Renewing your sense of purpose is a good way to fight the drain of burnout.

Adapted from “How to Help Your Team with Burnout When You’re Burned Out Yourself,” by Rebecca Knight

Speak Up When You See Bad Behavior at Work

March 22, 2019

Speak Up When You See Bad Behavior at Work

When you see offensive behavior at work, speaking up can be scary. But you aren’t doing your job as an employee, colleague, or leader if you let it slide. Research shows that we’re more likely to follow through on difficult things if we acknowledge the challenge ahead. So your first move should be to take a breath and remind yourself that speaking up will be hard. And be prepared for the person to push back when you confront them. Frame your comment as feedback to show you aren’t out to get anyone and aren’t assuming any ill will on their part. If a coworker makes an offensive joke, for example, say, “You may not have meant to offend, but here is how I experienced it.” It’s a good idea to think about different types of situations where you may need to speak up and how you’ll respond. Having a plan will ensure you’re ready to confront bad behavior when you see it.

Adapted from “How to Speak Up When It Matters,” by Khalil Smith et al.

Create Community at Work by Checking in with Your Colleagues

March 27, 2019

Create Community at Work by Checking in with Your Colleagues

We all want to feel that we belong at work, but many people feel physically and emotionally isolated. To remedy this problem, we need to create a real sense of community, and one way to do that is to make sure we’re checking in with our coworkers. A simple “How are you doing?” in the morning, or a “How can I help you?” after a tough day, can go a long way toward helping colleagues feel connected to each other. Find out how the people on your team like to talk — some may prefer email or a digital chat, for example, while others prefer to speak in person — and then create a habit of building relationships. Whether you talk about work or your personal lives, be present, be curious, and ask questions that show you’re listening. Find ways to show your coworkers that you value and care about them.

Adapted from “The Surprising Power of Simply Asking Coworkers How They’re Doing ,” by Karyn Twaronite

It’s OK to Turn Down a Promotion

March 6, 2019

It’s OK to Turn Down a Promotion

Not all professionals want to be promoted. Maybe you’re a caregiver who wants to focus more energy at home, or maybe you prefer the freedom of being an individual contributor. But how do you tell this to your boss without seeming lazy or unmotivated? First, think about why you aren’t interested. Perhaps the timing isn’t right, or you love what you do now. Once you’ve identified your reasons, have a transparent conversation with your boss. Show appreciation that your manager believes you deserve to be promoted, and explain why your current job is an excellent fit for your strengths, skills, and goals. Then tell your boss that you still want to keep growing, and offer some suggestions for how you can do it without the promotion. Are there new projects you could take on? Specific ways to develop your skills? Be careful not to say anything that could undermine your future prospects; this promotion isn’t right for you, but the next one could be.

Adapted from “How to Tell Your Boss You Don’t Want a Promotion," by Patricia Thomps

When an Employee Is Underperforming, Ask Them to Evaluate Their Work

April 18, 2019

When an Employee Is Underperforming, Ask Them to Evaluate Their Work

When a direct report is underperforming, being told as much may put them on the defensive. 

That’s why you should consider asking the person to evaluate their recent work.

 Doing so will open up the conversation and help you understand whether their view aligns with yours. Ask the employee what their key metrics are and whether they’re reaching them. If you two are in agreement, you can move on to discussing solutions. If not, explain what you’ve been seeing, citing specific examples of when the employee has fallen short. But be sure to listen to what the person says — you may discover a project is more involved than you realized, for example.

 Then work together to craft a plan for improvement. Ask the employee how they will address the issues you’ve identified. Agree on goals, a timeline for reaching them, and how often you’ll check in on their progress.

Adapted from “How to Talk to an Employee Who Isn’t Meeting Their Goals,” by Sabina Nawaz

Practice Self-Compassion During a Work Crunch

February 23, 2018

Practice Self-Compassion During a Work Crunch

When work is intense, it’s easy to beat yourself up for letting things slip at the office or at home. But doing so can make the stress worse. Have self-compassion instead: Accept that you’re in an acute period of work stress and notice — don’t suppress or deny — your emotions. Assigning a word to what you’re feeling, such as “pressure,” “guilt,” or “worry,” can activate the prefrontal cortex, which is responsible for executive functioning skills. Assess your to-do list by deciding what you need to get done each day and what can wait. And don’t be afraid to ask for help, whether it’s renegotiating a deadline with a colleague or getting family members to pitch in at home. Having compassion for yourself will help you increase your focus and get through the crunch with greater ease and peace.

Adapted from “5 Ways to Focus Your Energy During a Work Crunch,” by Amy Jen Su

Dual Careers ; work life balance

February 14, 2018

Make Sure You and Your Partner Are Aligned on Professional Goals

Research shows that women are far more likely to achieve their professional ambitions if their partner supports them (or if they stay single). But even for women whose partner is committed to equality, it’s difficult to navigate the challenges of a dual-career life. To make sure both people are aligned on what they want and need, discuss your long-term personal and professional goals early in the relationship. Be clear about what support you need to achieve these goals and where it will come from. To keep the lines of communication open, have regular face-to-face sessions where the two of you sit down and talk about goals and support. Listen to everything the other person needs to say, and then repeat back what you heard to make sure you understand. Doing this may seem a little awkward, but it could save your relationship.

Adapted from “If You Can’t Find a Spouse Who Supports Your Career, Stay Single,” by Avivah Wittenberg-Cox

What Is Your Most Urgent and Important Work?

February 27, 2018

What Is Your Most Urgent and Important Work?

We all think we have too much to do, and not enough time to do it. But you’ll never feel on top of things if you don’t have clear priorities in the first place. Start assessing your priorities by taking inventory of the work you do: Which tasks are more (or less) urgent? Which are the most (or least) important?
 This inventory will prepare you to make concrete to-do lists for the tasks that truly need your attention. It will also help you answer the question, “How is my time best spent right now?” Focus on the tasks that are both urgent and important, and get rid of tasks that are neither by delegating them — or not doing them at all. And don’t neglect the tasks that are important but less urgent. Be sure these activities move up on your to-do list, or they may never get done.

Adapted from “Stop Letting Email Control Your Work Day,” by Paul A. Argentia

January 18, 2019

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 choose a destination that is unrealistic. Your advisers can provide a reality check.

Adapted from “A Simple Way to Map Out Your Career Ambitions," by Marc Effron

Managers, Be Thoughtful About the Weight Your Words Carry

January 17, 2019

Managers, Be Thoughtful About the Weight Your Words Carry

Bosses have a lot of influence on how employees spend their time. That’s why it’s so important for them to consider the ripple effects their input can have. Think of your comments, suggestions, and questions as pebbles you’re throwing into a stream: Each one can have an impact far larger than you may intend. So always recognize the weight your words carry, and speak with intention. During meetings with your team, try not to “think out loud,” and avoid lobbing ideas at everyone. Be sure you’re giving the team a clear, unified picture of projects and strategies; if you aren’t ready to do that in a certain situation, hold off on saying anything until you are. And don’t ask for updates unless you really need them. That kind of message appears urgent, even when it’s not. Always specify what information you need, why, and when, so you don’t create an unnecessary fire drill.

Adapted from “To Get More Done, Focus on Environment, Expectations, and Examples," by John Zeratsky

An Exercise to Help Your Team Feel More Comfortable with Conflict

April 1, 2019

An Exercise to Make Conflict Feel More Comfortable (and Less Scary)

A healthy work culture requires healthy conflict. But it’s hard to have constructive disagreements if people view conflict as only an interpersonal problem. 
Help your team understand that there should be a certain amount of tension between different roles at work. 

This exercise can help: 
Draw a circle and divide it into wedges, one for each role. With your team, discuss: 
What is each job’s unique value? 
Which stakeholders does this role serve? 
What tensions does this job’s responsibilities put on other people? Write the answers inside the wedges, and then use them to talk about why different roles naturally come into conflict with each other — and why that’s OK. For example, there probably should be tension between sales and operations, because sales looks for new customer solutions while operations tries to create consistency and efficiency. Your team will start to see that the conflict they’ve viewed as interpersonal friction is actually healthy, role-based tension.

Adapted from “An Exercise to Help Your Team Feel More Comfortable with Conflict,” by Liane Davey

When Work Gets Really Hectic, Here Are Some Things to Try

April 15, 2019

When Work Gets Really Hectic, Here Are Some Things to Try

When our jobs are at their most hectic, our approach to work can shift from “How do I get everything done?” to “How do I survive this?” 
To cope with intense times, try a few strategies. 
(1) One is to reward yourself for finishing a tough task (like writing a report) by completing an easy task (like running an errand). This will help you pace yourself and ensure your brain gets a break while you stay productive.
(2)  Another is to motivate yourself with the PLEASURABLE  parts of HARD projects. 
Example : If you don’t love writing reports but do enjoy editing, let yourself look forward to when you’ll clean up and improve your text.
(3)  A third strategy is to use small scraps of time for mental rest. 
When you’re forced to do nothing for a few minutes — whether before a meeting starts or in line at the grocery store — take some slow breaths, drop your shoulders, and unwind.
Courtesy : Harvard Business Review 

Quick Productivity Hack: Turn Off Your Push Notifications

April 11, 2019
Quick Productivity Hack: Turn Off Your Push Notifications

How many push notifications do you get in a single day? For most people, the answer is “too many.” We do our best work when we have uninterrupted blocks of time, but the sounds and buzzes of our devices can make finding that time nearly impossible. To protect your productivity, be more intentional about how often you let technology bother you. One big way to do that is to consider disabling all (or at least some) notifications on your laptop and smartphone. This may seem extreme, but it will help you focus without interruption. You might also turn on airplane mode or Do Not Disturb mode while you’re working. 
Schedule breaks throughout the day to check and respond to email, and resist the urge to check otherwise. If you’re a manager, set expectations with your team for email and other messages. Be clear about how quickly people need to respond, and make sure they have windows of quiet time for doing deep work.

Adapted from “Stop Letting Push Notifications Ruin Your Productivity,” by Steve Glaveski

Don’t “Catch” Your Colleagues’ Stress

December 6, 2018
Don’t “Catch” Your Colleagues’ Stress
If you work with someone who is constantly stressed out, you’re more likely to feel that way too. But there are ways to keep secondhand stress at bay. For starters, seek out the positive people in your office and spend time with them, even if it’s just to grab a quick coffee. Positive emotions can be just as infectious as negative ones. You can also stave off stress by being a role model for optimistic thinking. If an overwhelmed colleague constantly criticizes or shuts down ideas, counter those comments by pointing out what you find valuable in them. At the same time, don’t ignore or shun stressed-out colleagues — reach out to them and try to be helpful. You could ask if there’s anything you could do to move their project forward, for example. Being compassionate and action-oriented will also help you avoid “catching” their stress.

Adapted from “How to Cope with Secondhand Stress,” by Rebecca Knight

Employee Retention

January 14, 2019

Are You Doing Enough to Retain Your Best Employees?

Every manager knows it’s important to keep their best people. But when retention issues crop up, it’s easy to want to blame anyone but yourself. Instead of pointing the finger, think long and hard about why your employees may be thinking of leaving and what’s needed to increase their engagement.
 Consider the possibility that you, or other leaders, are contributing to the problem. Don’t rely on your gut, though — collect some data. For instance, quick “pulse surveys” can be useful for keeping tabs on how employees feel about their jobs, and the job that management is doing. You might hear some uncomfortable truths when you ask for their opinions, but don’t get defensive. Be open to listening and to changing how you manage based on what people say. The good news is that, if you signal to employees that you’re willing to make meaningful changes, some of them will feel supported and inclined to stay.

Adapted from “Don’t Let Lazy Managers Drive Away Your Top Performers," by Mark C. Bolino and Anthony C. Klotz

Zen and the art of Delegating

January 15, 2019

Think of Delegating as a Chance to Teach Your Employees

For many managers, the hardest part of delegating is trusting that a task will be done well. But it becomes easier when you think of it as a chance to train your staff — not just get rid of some work. 
The next time you need to delegate something, start by determining who on your team is ready to handle more responsibility. Then create simple tasks to help them learn the skills they’ll need. 
If you’d like someone to take over running a weekly meeting, for instance, have them practice each part of the process: 
One week, they can create an agenda, which you’ll review. The next, they can watch you run the meeting, with plenty of chances to ask questions. Eventually they’ll be ready to try running the meeting themselves, after which you can offer feedback. This kind of teaching can be time-consuming, but it will go a long way toward preparing your team for more-complex work.

Adapted from “How to Stop Delegating and Start Teaching," by Art M