To Be Friends with Your Employees, Set Clear Bounda

March 16, 2018

To Be Friends with Your Employees, Set Clear Boundaries

It’s possible to be friends with someone who works for you, but you need to set boundaries. For example, there may be times when you’re privy to information that will affect your friend, but it would be improper for you to share it. To make the friendship work, be transparent about what you can and can’t share, and emphasize that it’s a matter of ethics, not trust. When sensitive topics come up, be clear about what kind of conversation you’re having. Say something like, “Let’s talk about this in friend mode” or “This is a work topic that I’d like to bring up.” And check that you and your friend want to have the same kind of conversation. You might say, “I want to find out how things are going with your project. Can we have that discussion now?” This way, you can maintain your friendship without crossing any lines.

From “How to Be Friends with Someone Who Works for You,” by Sabina Nawaz

Establish an Evening Routine to Put the Workday Behind You

March 14, 2018

Establish an Evening Routine to Put the Workday Behind You

It can be tough to leave work behind when you go home for the day, but having a routine can help. Before you leave the office, make a short phone call, sign a document, or respond to an email. This way you’ll end your day on a positive note of completion, and you’ll have one less thing to do the following morning. Then do a specific action that symbolizes the end of your workday. It might be locking your office door, turning off your computer, or calling home to say you’re leaving work. Each night, treat this action as the equivalent of clocking out with a timesheet, and remind yourself that it’s time to shift your mental state away from work. Having a routine like this helps you create a psychological barrier between work and home.

From “How to Let Go at the End of the Workday,” by Deborah Bright

Stay Calm During a Tough Conversation by Grounding Yourself

March 15, 2018

Stay Calm During a Tough Conversation by Grounding Yourself

Having a tense conversation brings up a lot of negative emotions, leaving you feeling like an active volcano. To prevent an outburst and stay in control of your emotions, physically ground yourself in your environment. One of the best ways to do this is to stand up and walk around, which activates the thinking part of your brain. If you and your counterpart are seated at a table, and suddenly standing up seems awkward, you might say, “I feel like I need to stretch. Mind if I walk around a bit?” If that doesn’t feel comfortable, you can do small physical things like crossing two fingers or placing your feet firmly on the floor and noticing what it feels like. Mindfulness experts call these actions “anchoring.” Whatever you can do to focus on your physical presence and your senses will help you stay grounded and get through that tough conversation.

From “How to Control Your Emotions During a Difficult Conversation,” by Amy Gallo

Don’t Ignore the Feedback in Nonverbal Cues

March 07, 2018

Don’t Ignore the Feedback in Nonverbal Cues

In an ideal world, your colleagues would give you direct, honest feedback. But if they’re not forthcoming, often you can find out what someone really thinks by watching their nonverbal cues. Learn to read facial expressions and body language to understand how your words and actions are being received. When people look down or avoid eye contact with you, when a typically engaging colleague is quiet, or when an even-keeled coworker gets defensive, pay attention and graciously point out your observation. You might say, “Tell me how I should interpret your silence,” or “I’m concerned that something I’ve said isn’t sitting well with you. Is that true?” These polite statements and questions invite others to be more open about how they’re reacting to you, which can help you make crucial adjustments to your behavior and deepen trust between you and your colleagues.

Adapted from “4 Ways to Get Honest, Critical Feedback from Your Employees,” by Ron Carucci

Concentrate Better by Starting a Mindfulness Routine

March 06, 2018

Concentrate Better by Starting a Mindfulness Routine

Sometimes it feels impossible to stay focused at work. Mindfulness can help. Studies have shown that people who have a mindfulness routine are less distractible and better at concentrating. You can develop your own routine by scheduling three 10-minute mindfulness sessions throughout your day. Put everything aside — close your email and the door to your office or a conference room — and bring your full attention to your breath. Don’t try to control it; just sense the full in-breath and the full out-breath. Of course, your mind is likely to wander — that’s normal. Don’t judge yourself for these runaway thoughts. Simply guide your attention back to your breathing and start over with the next breath. It’s the act of returning your focus to the breath that strengthens the brain’s circuitry of concentration — and eventually helps you better control your attention.

Adapted from “Here’s What Mindfulness Is (and Isn’t) Good For” by Daniel Goleman

Feedback on Creative Work Should Give Direction, Not Demand Changes

March 05, 2018

Feedback on Creative Work Should Give Direction, Not Demand Changes

Giving feedback is tricky, but especially for creative work, where “good” may be subjective. 
The next time you have to provide input on a piece of creative work, such as a design prototype or a website mock-up, start by signaling that your opinion is exactly that: an opinion. 

Use first-person pronouns (I, me, and my) and descriptive phrases such as “What I see is…” or “What strikes me is…” or “My opinion is…” 

Make clear that your input is meant to outline potential trajectories for the project — not a specific, “right” road for it to take.
 Focus on giving direction, not critiquing. While you should provide detailed feedback about what you think is or isn’t working, don’t overly dig into specifics. 

The discussion should open up space for something new to emerge, something that neither you nor the creator might have anticipated.

Adapted from “How to Give and Receive Feedback About Creative Work,” by Spencer Harrison

Before Negotiating, Ask Yourself What You Don’t Know

March 01, 2018

Before Negotiating, Ask Yourself What You Don’t Know

Negotiations are won in the preparation. And a key part of preparing is figuring out what relevant information you don’t have. Of course, you need to research your counterpart, their organization, and the context, but think about what details might be useful. Make a list of questions to ask your counterpart that, once answered, will help you unlock new solutions and propose a deal that meets everyone’s needs. For example, you might ask about the other deals the person is involved in, their company’s long-term goals, or why the company needs your services. And consider what information your counterpart might want about you. Go into the negotiation with a curiosity mindset. Admitting that the other person has more information than you can be unnerving, but it can also lead to new possibilities. The discovery of new information — on both sides of the table — provides opportunities for creative solutions.

Adapted from “The Most Overused Negotiating Tactic Is Threatening to Walk Away,” by Jay A. Hewlin

Demonstrate Your Commitment While Working from Home

February 26, 2018

Demonstrate Your Commitment While Working from Home

When you’re a working parent, it can be helpful to have the flexibility to work remotely. But your in-office colleagues may wonder just how much you’re getting done. To help the boss and coworkers appreciate your work, provide small, clear signals that your commitment and work ethic are strong.
 For example, you might send emails first thing in the morning to show you’re already up and at it.

 Or, go out of your way to let colleagues know you’ve read their documents carefully: “Brad, thanks for this — the data on page six will be helpful in our quarterly review process.”

 You can also take calls in the early morning or late at night as a favor to coworkers in other time zones. And try to stop into the office every few weeks or attend special meetings when you can. These tactics will help show how eager and hardworking you are.

Adapted from “How to Work from Home When You Have Kids,” by Daisy Wademan Dowling

Don’t Let Stress Turn You into a Jerk

February 21, 2018

Don’t Let Stress Turn You into a Jerk

When you’re under intense stress, it’s normal to have a short fuse. But don’t take your stress out on whoever happens to be nearby — whether it’s your assistant, family members, or direct reports. 
Making them bear the brunt of your frustrations will strain your relationships and hinder your resilience. Even if what’s stressing you out is out of your control — intense workload, changing regulatory requirements, a market slowdown — how you treat other people isn’t. 

Next time you’re under pressure, and you’re tempted to raise your voice, take a deep breath and remember not to direct your frustrations at people who don’t deserve it. See your colleagues and family members as the allies they’re trying to be.

Adapted from “The Better You Know Yourself, the More Resilient You’ll Be,” by Ron Carucci

Problem Statement Vs Complaint statement

Leadership Tip - Problem Statement Vs Complaint Statement
Teach your subordinates , the difference !
"  As a Leader , tell your team to bring you problem statements. And NOT Complaint Statements !
 Complaints are usually stated in absolutes, such as ALWAYS  and NEVER , and point the finger at someone else:
Example :
“Group Blue never hits their deadlines, and we’re always left holding the bag.”
Problem statements, on the other hand, provide objective FACTS  and reveal everyone’s role in creating the problem !!
Example :

 “Group Blue has missed deadlines 4 times. In 2 cases we were also unprepared. In the other 2 cases we had to work weekends because of Blue’s late work.”
It’s far easier to address a detailed, balanced account of a problem than a complaint !

Say Nice Things About Your Coworkers Whenever You Can

January 17, 2018

Say Nice Things About Your Coworkers Whenever You Can

Whether we realize it or not, we are constantly given small opportunities to build up or put down our coworkers. 

If we’re introducing two colleagues, telling a story about how a meeting went, or sharing a colleague’s project, how we talk about others can make a big difference in how they feel about themselves and their work. 

So take advantage of these opportunities to speak positively about your coworkers. 
When introducing people, share details that highlight how the person is interesting, and describe them as someone others would want to know. When you bring together a new team, tell stories about each person’s potential contributions to the group. If you witness someone being interrupted or silenced, build them up by reiterating their point or asking them a question that gives them the opportunity to speak. Stay aware of these moments and make the best use of them. You’re likely to get compliments in return.

Adapted from “The Benefits of Saying Nice Things About Your Colleagues,” by Jane E. Dutton and Julia Lee

Enlist Your Team in Solving an Intractable Problem

February 16, 2018

Enlist Your Team in Solving an Intractable Problem

If you and your team are facing a chronic challenge, you might be tempted to take control and vehemently argue for the solution you think will work, or to offer ideas indirectly and let your team take ownership of the issue. Neither of these extremes is optimal. Instead, try an approach that combines conviction and openness — that way others can come up with solutions that build on your best thinking. With your team, talk about the persistence of the issue, what solutions have failed, and why. Explain that you want them to choose the solution with you. Make it clear that you are looking for new ideas, not a defense of failed solutions or rehashed versions of what you’ve already tried. Build a set of measurable criteria with which you can evaluate options. Admit any biases you have for particular solutions, and ask the team to treat those ideas no differently than their own. Rate all ideas, including yours, against the established criteria — and most important, be open about the assumptions underlying your views.

Adapted from “Stress Leads to Bad Decisions. Here’s How to Avoid Them,” by Ron Carucci

How to Get Through to a Bad Listener

February 12, 2018

How to Get Through to a Bad Listener

It’s frustrating to work with someone who doesn’t listen. Whether your colleague interrupts you, rambles on, or seems distracted, the impact is the same: You feel ignored, and the chances of misunderstandings increase. But you can encourage your colleague to listen better by emphasizing the importance of your message up front. Before starting a conversation, say: “I have to talk to you about something important, and I need your help.” This sends a signal to your colleague that they need to pay attention. As frustrating as it may be, you may also need to make your point multiple times, in multiple ways. Be transparent about what you’re doing. You might say: “I want to repeat this, because I want to make sure it’s understood.” Then follow up with: “Does that make sense?” That way you can know your message has been heard.

Adapted from “How to Work with a Bad Listener,” by Rebecca Knight

Unplug from Work by Focusing Your Brain on Something Else

February 19, 2018

Unplug from Work by Focusing Your Brain on Something Else

Most of us know that staying productive in the office requires recharging away from it. The hard part is doing it. Even if you go home at a decent hour, you may find yourself checking email or reading one last report. To forget about what’s happening at work, focus on what you’ll do instead. Framing it the right way can help: A negative goal (“I will not check email at dinner”) may be harder to stick to than a positive one. For example, you could set up a personal training session for 5:30 PM at a gym near your office. Or you might pick up the kids at school every night this week. Or you can volunteer at a charity on the weekends. If your mind still turns to work during these activities, have a plan to bring it back to what you’re doing.

Adapted from “How to Forget About Work When You’re Not Working,” by Art Markman

Get Your Employees ( non-sales staff ) Talking to Customers

July 23, 2019

Get Your Employees ( non-sales staff )  Talking to Customers

Customer experiences can provide you with powerful insights into how to improve your products. Many companies outsource this research, but you should consider having employees collect it instead. This can save time and money and will give employees a better understanding of the people they serve. 

Start by identifying who would most benefit from hearing feedback directly from customers. For example, you might choose managers who make the decisions about projects, designers who plan them, or individual contributors who carry out their day-to-day work. Next, consider how these employees will interact with customers. You could assign each person to join a sales call once a month, or to spend a few hours talking to clients with customer service reps. 

Capture their insights, and then share the most valuable ones with the rest of your team. This process should be repeated often so that your team stays up to date with what customers are thinking about.

Adapted from “How to Keep Employees Connected to Customers,” by Alessandro Di Fiore

Try Not to Take Small Annoyances at Work Personally

July 19, 2019

Try Not to Take Small Annoyances at Work Personally

Sometimes the smallest action, or inaction, can have a big effect on how we feel about our colleagues. Imagine that you emailed a coworker days ago and they haven’t replied. You might think the person is being rude, but they may just be under a tight deadline &mdash and already feel bad about the delay. We encounter these minor but meaningful situations all the time, which is why it’s important to consider their broader context before jumping to conclusions. When a colleague’s behavior is affecting you in a negative way, ask yourself what their point of view might be. Could they be focused on an important project for the boss? Is something in their personal life distracting them? It can help to think about how the situation would look to an outside observer: Is anything actually amiss, or does it just seem that way because you’re caught up in what’s happening? Relationships with colleagues can make work more fun and enjoyable (or the opposite), so assume the best about people — and try not to take things personally.

Adapted from “The Little Things That Affect Our Work Relationships,” by Kerry Roberts Gibson and Beth Schinoff

Tips for Working with Someone Who Always Thinks They’re Right

July 24, 2019

Tips for Working with Someone Who Always Thinks They’re Right

A colleague who always thinks they’re right can be extremely frustrating. There are a few ways to keep the relationship productive and professional. The next time you find yourself in a debate with this person, don’t fight back — escalating an argument won’t change their behavior. Instead, let the conversation come to an end, and then meet with your colleague after you’ve had some time to reflect. Explain how their actions make you feel. You might say: “When we’re on different sides of an issue, you assert your views so strongly that I shut down. It would help me to know that you’re hearing my views too, even if we don’t agree.” Managers should consider how company culture may be contributing to the problem. If your culture prizes certainty or is especially competitive, the person’s behavior is probably to be expected. Help the team dynamic by asking everyone to come to discussions with both pros and cons about the topic. That will ensure no one can cling to one point of view.

Adapted from “How to Work with Someone Who Thinks They’re Always Right,” by Ron Carucci

July 26, 2019 If Your Employees Can’t Unplug from Work, They’re Probably Getting Burned Out Your employees may be closer to burnout than you think. If they can’t set healthy boundaries between work and their personal lives, or call in sick or take a vacation day when they need to, burnout probably isn’t far off. Leaders need to institute policies that show they care about employees’ health and encourage workers to find a good work-life balance. Let people use flexible hours, take breaks and mental health days, and ignore late-night emails (which no one should be sending anyway). Talk to your team about your expectations. Tell them that resting and unplugging helps us recover and recharge, which makes us more effective at work. Create a company culture that inspires and motivates people, not one that exhausts them. Your employees shouldn’t have to work around the clock to prove how dedicated they are. Adapted from “When Passion Leads to Burnout,” by Jennifer Moss

July 26, 2019

If Your Employees Can’t Unplug from Work, They’re Probably Getting Burned Out

Your employees may be closer to burnout than you think. If they can’t set healthy boundaries between work and their personal lives, or call in sick or take a vacation day when they need to, burnout probably isn’t far off. Leaders need to institute policies that show they care about employees’ health and encourage workers to find a good work-life balance. Let people use flexible hours, take breaks and mental health days, and ignore late-night emails (which no one should be sending anyway). Talk to your team about your expectations. Tell them that resting and unplugging helps us recover and recharge, which makes us more effective at work. Create a company culture that inspires and motivates people, not one that exhausts them. Your employees shouldn’t have to work around the clock to prove how dedicated they are.

Adapted from “When Passion Leads to Burnout,” by Jennifer Moss

Figure Out Whether a New Job Will Be a Good Fit

July 29, 2019

Figure Out Whether a New Job Will Be a Good Fit

Searching for a job is exhausting, which makes it tempting to take the first decent opportunity that comes your way. But if you don’t properly vet the organization and the role, you may end up with a job that isn’t a good fit for you. Before each interview, learn as much as you can about the specifics of the role and the company’s culture. 

Sites like Glassdoor, which gather anonymous employee reviews, can be valuable resources. During the interview, ask detailed questions about what working at the company is really like. For example, instead of “How does your day-to-day look?” try “What projects are you working on right now, and how do you decide what to prioritize?” You should also ask to speak to employees in positions similar to the one you’re applying for. Find out what you’ll need in order to be successful and whether your talents and interests are a match for the role’s demands.

Adapted from “4 Reasons Talented Employees Don’t Reach Their Potential,” by Tomas Chamorro-Premuzic

Is Your Board Setting a Good Example for the Company?

July 25, 2019

Is Your Board Setting a Good Example for the Company?

The CEO sets the example for how employees should act — and board members should be setting an example for the CEO and senior management. If board meetings start late or have discussions that devolve into personal attacks, those behaviors can cascade throughout the company. That’s why boards and senior leaders need to model how they want others to act. A good first step is to create an “operating agreement” that lays out the CEO’s expectations of the board and vice versa. The agreement might include, for example, running meetings in which everyone has a chance to voice their opinions, providing monthly reports on the state of the business, and treating each other with respect. Think about what kinds of cultural norms you want to establish, and what you want business as usual to look like. Review these expectations annually during performance reviews and board self-assessments. Evaluate whether senior leaders and board members are sticking to the agreement, and remind everyone of their commitments.

Adapted from “How to Make Sure Your Board Sets a Good Example for Your Company,” by Kenneth W. Freeman

Another Reason to Help Employees Feel Authentic at Work

28 Aug 2019 Wed 

Another Reason to Help Employees Feel Authentic at Work

People want the freedom to be their authentic selves at work. There are many benefits to authenticity, and one of them, research shows, is that it encourages ethical behavior. When people feel that their professional responsibilities align with their personal values, they’re more likely to act in ways that support those values (and vice versa). 

There are several things managers can do to promote authenticity.

 First, give employees some control over what their responsibilities are and how they carry them out. Job crafting can help people feel more connected to their roles. 

Second, make clear what your company’s values are. Don’t just post them on a wall — share stories of them in action, and reward employees who exemplify them.

 Third, be transparent about hiring, promotions, and other processes. How things are done should be clear to everyone in the organization. 

And don’t try to force authenticity — some people may not feel comfortable bringing their whole selves to work. Learn your team’s needs on a person-by-person basis.
This tip is adapted from “Why Authentic Workplaces Are More Ethical,” by Maryam Kouchakia

When Your Meeting Shouldn't Have an Agenda Ahead of Time

29 Aug 2019 Thu 

When Your Meeting Shouldn't Have an Agenda Ahead of Time
You’ve probably heard this meeting advice before: Set an agenda and send it out ahead of time. But if the purpose of your meeting is to tackle a complicated problem, it’s better to have the group decide on the agenda together. Plan to spend 10%–15% of your meeting time to get the agenda right: a half hour for a half-day meeting, a couple of hours for a two-day meeting. Start with individual brainstorming so that people can form opinions on what the group should cover. Then have them anonymously post their ideas on sticky notes for others to see. Next, everyone should identify themes and cluster similar ideas together. Once you have a good list of possible topics, ask the group to make final decisions about what should be on the agenda. This process can be time-consuming, but going through it together will ensure that participants are engaged and feel ownership over the process — and the outcome.
This tip is adapted from “Don’t Set an Agenda Before Important Meetings,” by David Komlos and David Benjamin

To Land a Speaking Gig, Demonstrate Your Expertise

March 12, 2018

To Land a Speaking Gig, Demonstrate Your Expertise

To get your first speaking gig, you might be tempted to market yourself as a public speaker. But that approach could actually diminish your credibility ! 

 Audiences want to hear from authorities in a field, so conferences and other events aren’t looking for “speakers” as much as they’re seeking experts. 

You can establish your brand as an expert by using inbound marketing techniques — that is, by attracting potential clients to you. Start by creating content that demonstrates your expertise to people in your field. 
This could mean writing an article, making a video, or hosting a networking event.
 Then ask your contacts to recommend you as a speaker. For example, a client could mention you to her professional association, or a friend who spoke at a conference last year could recommend you to the organizers.

Adapted From “How to Land Your First Paid Speaking Gig,” by Dorie Clark

Schedule Time for Reflective Thinking Every Week

March 08, 2018

Schedule Time for Reflective Thinking Every Week

When you’ve got a packed calendar and an overflowing inbox, it’s tough to find time to think. But improving the quality of your ideas requires unstructured, reflective thinking. This activity helps you examine your assumptions and draw connections between pieces of information. How can you make the time to do it? It depends on your individual schedule and rhythm. You might build reflection into a single day, designating Monday mornings, for example, as your time to think and organize the rest of your week. Or you might spread the time over the week, carving out 90 minutes on three days. You can also combine your reflective thinking with another activity, such as taking an afternoon walk or drinking a morning cup of coffee. Whatever strategy you choose, make sure the time is a regularly scheduled and protected event on your calendar, uninterrupted by emails, calls, or meetings.

Adapted from “How to Regain the Lost Art of Reflection,” by Martin Reeves et al.

Ask Meaningful Questions to Help Employees Discover Their Passions

March 13, 2018

Ask Meaningful Questions to Help Employees Discover Their Passions

Employees who are enthusiastic about their work are more diligent and productive. But not everyone knows which aspects of their job they’re most excited about. As a manager, it’s your responsibility to push them to find out. Help employees reflect on their work by asking them thoughtful questions.
 For example, before the person tackles a new project, you might ask, “What are ways you hope to develop, learn, or grow with this experience?” After key milestones you can inquire, “What was especially rewarding, meaningful, or inspiring about that initiative?” And during performance reviews or career development conversations, you can ask, “What have you really enjoyed working on this year? What would you like to do more of?” Then help the person make connections between their answers so that they can better understand what exactly they love about their work.

Adapted From “How to Help Someone Discover Work That Excites Them,” by Amy Jen Su

When Giving Negative Feedback, Stick to the Facts

July 18, 2019

When Giving Negative Feedback, Stick to the Facts

Everyone needs feedback to grow. 
But if you deliver it in a way that feels like an attack, your employees will probably get defensive and shut down ! 
 Here’s how to give negative feedback more productively:

(1) Start the conversation by noting when and where the behavior you want to discuss occurred. 
Next, describe it in detail, explaining exactly what you saw and heard. 
For example: “In our staff meeting this morning, when we were discussing strategies, you interrupted Jessica while she was talking and said, ‘That idea will never work.’”

(2) Describe your reaction to the behavior. 
You might say: “Your interruption disappointed me because I didn’t get to hear more from Jessica, and it also made me not want to share my own ideas.”

When done well, this fact-based approach is not judgmental and doesn’t try to analyze the person’s motives ! 
 As a result, the employee is less likely to get defensive, which means they’re more likely to thoughtfully consider what you’re saying.

Adapted from “What Good Feedback Really Looks Like,” by Craig Chappelow and Cindy McCauley

Giving Feedback to an Underperformer in the Family Business

Today’s Tip
Giving Feedback to an Underperformer in the Family Business

Not everyone in a family business is a top performer. Some family members may feel entitled and slack off; others may think they’ll get a pass for their mistakes. How do you give someone feedback in these situations? Start the discussion by asking questions that will help you understand how the person sees their work and what they want to contribute.

 Listen carefully, and then respond with a kind but unambiguous description of the expectations of their role. Doing this will set the stage for you to offer further comments about their performance. If the family dynamic makes the conversation too risky or uncomfortable, consider having a third party convey the feedback instead. 

On the other hand, it may be that the person isn’t a good fit for their role. In that case, think about where in the company the person’s skills would be useful. Remember to show respect for the person’s ties to the family, while being candid about what you expect as their boss.
This tip is adapted from “Managing an Underperformer in a Family Business,” by Liz Kislik

Make Empathy a Part of Your Company Culture

July 11, 2019

Make Empathy a Part of Your Company Culture

Benefits of Empathy in an organization 
Empathy can improve collaboration, morale, and lower employees’ stress levels — which is why making it a part of company culture is so important ! 
To build a more empathic culture, start by thinking about your company’s social norms. 
How do employees generally act toward one another?
 Will empathy clash with what people are used to?

 For example, if your culture tends to reward aggressive behavior, empathy is probably going to be a hard sell ! 
Then consider how you can highlight the behavior you want more of. When you see instances of empathy at work, recognize and applaud (and maybe even reward) them. Showing that you support kindness — especially with more than just words — will help it catch on. 

You should also identify “connector” employees, the people who naturally encourage team cohesion, and recruit them to your cause. New ideals are more likely to spread when there are both top-down and bottom-up efforts.

Adapted from “Making Empathy Central to Your Company Culture,” by Jamil Zaki

Leaders Need to Learn How to Take Criticism

July 10, 2019

Leaders Need to Learn How to Take Criticism

If you’re in a leadership position, you need to know how to take criticism well. Being resilient will help you stay focused on what the company needs, rather than on the naysayers. One strategy is to brainstorm several ways to respond to criticism and write them down for reference.

 It can be hard to know what to say in the moment, so general responses will ensure you have something ready. They could include: “Thank you for sharing your point of view. I’d like to consider it more and get back to you” or “Let me repeat what you said, to make sure I understood you.” Another good strategy is to remind yourself that the criticism may be aimed at your role rather than at you personally. If you’re the head of product, for example, it’s possible that the head of sales will always clash with you, no matter who has the job. Distancing yourself from criticism this way can help you think through what was said — and what the criticism is really about.

Adapted from “How to Take Criticism Well,” by Sabina Nawaz

Making Creativity Predictable (Instead of a Welcome Surprise)

July 17, 2019

Making Creativity Predictable (Instead of a Welcome Surprise)

We may never know exactly where creativity comes from, but you can create the CONDITIONS  that invite it ! 

(1)  One way to spur creative thinking is to spend some time considering the problem you're trying to solve — and then walk away from it. Letting the problem marinate gives your brain a chance to draw connections and sort through possible paths forward. 

(2) To help this process, keep a journal of ideas that inspire you, whether they’re from books, conference sessions, or random conversations. The goal is to have something to refer to when you need a mental jolt. 

(3) You can also get inspiration by doing things that don’t interest you. Does a magazine have an article on a topic that bores you? Read it anyway. You never know where your next big idea will come from.

(4)  Lastly, when inspiration hits, stop what you’re doing and get to work. Don’t let those moments go by without capturing your ideas on paper.

Adapted from “How to Be Creative on Demand,” by Joseph Grenny

4 Rules to Help Your Team Disagree Productively

July 16, 2019

4 Rules to Help Your Team Disagree Productively

Conflict can be uncomfortable, but we can’t find the best ideas or reach the best solutions if we agree with each other all the time. As a manager, it’s your job to help team members learn how to disagree productively. Here are some rules for keeping debates professional and on topic:

(1) Remember you’re all on the same team. The goal of the conversation isn’t for one person to be proven right or to “win” the argument. The goal is to solve the problem at hand — together.

(2) Stick to facts. 
Make sure people are defending their ideas with clear, sound logic, not with rhetorical tactics or by being the loudest.
(3) Don’t make it personal. 
No name-calling, personal attacks, or questions like “How could you believe that?” Assume that everyone’s intentions are good.
(4) Be intellectually humble. 
Respect everyone’s viewpoints, and be open to changing your mind when necessary.
Adapted from “How to Debate Ideas Productively at Work,” by Shane Snow

The 3 Types of Information Your New Hires Need

July 9, 2019

The 3 Types of Information Your New Hires Need

A new hire needs to learn so many different aspects of the business that covering them all can feel impossible. 
Onboarding managers can get organized by dividing what the person needs to learn into 3 categories: 
(1) Technical learning is the company’s products, customers, technologies, and systems . 
(2) Cultural learning includes attitudes, behavioral norms, and values; and 
(3) Political learning is how decisions are made, who has the power to make them, and whose support the new hire will need. 

Help the new employee pick all of this up by connecting them to the right people ! 
For each category of information, think about who has the relevant expertise (and communication skills) to explain the essentials. 
(a) The head of product, for example, can probably talk at length about customers and systems, 
(b) a senior leader might be willing to lay out how big-picture decisions are made, and 
(c) a longtime trusted employee could be a good reference about important cultural norms. 
Make these introductions for the new hire early on, so they can start getting up to speed as soon as possible.

Adapted from “7 Ways to Set Up a New Hire for Success,” by Michael D. Watkins

Don’t Let Your Negative Emotions Hurt Team Morale

July 15, 2019

Don’t Let Your Negative Emotions Hurt Team Morale

It’s normal to experience negative emotions at work: frustration, anger, fear. But how you handle these feelings makes all the difference for your team’s morale. Suppressing how you feel isn’t going to help anyone, and being totally open about it can backfire. The most effective strategy is reappraisal, or reassessing the upsetting situation in a more positive light. For example, if you’re frustrated that a project isn’t going well, remind yourself that there is time to turn it around and that this is just one of many initiatives your team is working on. The point isn’t to pretend the problem doesn’t exist; it’s to frame the problem as a challenge you can take steps to overcome. Reappraising can help you see, for example, that your team members are also disappointed about the project and that, instead of more criticism, they need encouragement. Try practicing reappraisal in low-stakes situations, which will prepare you to do it when the stakes are high.

Adapted from “Handling Negative Emotions in a Way that’s Good for Your Team,” by Emma Seppälä and Christina Bradley

The Other Half of Self-Awareness

July 8, 2019

The Other Half of Self-Awareness

Self-awareness helps us recognize our bad habits at work. But being aware of your less-than-ideal behavior is only half the battle; you need to use that knowledge to improve. Think about a situation where you might need to change your approach. When are you less effective than you’d like? When do your usual methods fall flat? Next, consider why your approach isn’t working and what you could try instead. Then make a plan for the next time you’re in that situation, and practice beforehand. For example, if you talk too much in meetings, reflect on why. Do you just like your ideas a lot? Do you need others’ approval? Do you lose track of how long you’ve been speaking? Then make your plan. Maybe you’ll limit yourself to speaking twice per meeting, or you’ll wear a watch to time your contributions. These new behaviors may not feel comfortable at first — which is why it’s important to practice them.

Adapted from “How to Move from Self-Awareness to Self-Improvement,” by Jennifer Porter

Help Your Team Embrace Change

July 4, 2019

Help Your Team Embrace Change

Companies are constantly changing. And whether the changes are big or small, leaders need to inspire their employees to embrace what’s new. Here are some ways to do that:

(1) Talk about how people feel.
 Change stirs up lots of emotions (fear, frustration, and anxiety, to name a few). 
Hold regular meetings for people to express what they’re worried about, and encourage them to be honest.

(2) Tell stories. 
Stories can be powerful examples of how people overcame challenges. Think about the challenges your employees are facing, and share stories that relate to them.

(3) Ask “What if?” questions. “What if we built our workflows from scratch — what would they look like?” “What if we were all freelancers — how would we solve problems differently?” Use change as a catalyst to rethink the ways things are done.

(4) Treat mistakes as learning opportunities. 
Everyone messes up, so encourage people to talk about how their mistakes have helped them grow. Build a culture that rewards employees for taking smart risks.

Adapted from “5 Ways to Help Your Team Be Open to Change,” by Edith Onderick-Harvey

Don’t Brush Off Positive Feedback — Study It

July 1, 2019

Don’t Brush Off Positive Feedback — Study It

Most of us remember critical feedback. Because it’s jarring and threatening, it tends to stick in our brains. But positive feedback is an invaluable way to learn about your strengths and growth areas. Create a space (digital or physical) where you save the praise you get, anything from thank-you cards to written notes in your evaluations to comments in email threads. When you get mixed feedback, tease apart the positive and negative aspects, and put the positive ones in your kudos folder as well. Set a time in your calendar to periodically review and reflect on what you’ve saved. Ask yourself: What patterns or themes can I identify? How could I use my strengths in new situations? What else can I learn about my strengths, and who might provide that perspective? It may feel immodest or uncomfortable to bask in the positive feedback you get. But think of it like this: Someone has gone out of their way to highlight what you’re good at — so use it.

Adapted from “To Become Your Best Self, Study Your Successes,” by Laura Morgan Roberts et al.

If Your Meeting Is Too Big, Repurpose It

June 28, 2019

If Your Meeting Is Too Big, Repurpose It

Maybe you sent the meeting invite to too many people. Maybe you were surprised by how many folks showed up. Whatever the reason, what do you do when a meeting is way bigger than you expected? 

Try shifting the purpose of the meeting to match its size. 
(1) If you have more than eight people, don’t attempt to solve a problem or make a decision; those tasks are much easier in smaller groups.

(2)  If you have 18 or fewer, turn the meeting into a brainstorming session for an issue that needs to be resolved. 

(3) And if you have more than 18, you’re best off using the time as an information-sharing session. 
Alternatively, you could try brainstorming with a large group by dividing people into small teams. 
At the end of the meeting, one person from each team can report back to the larger audience, keeping things organized and efficient. 

Of course, if a meeting just seems too unwieldy, don’t forget two other options: canceling it or ending it early.

Adapted from “What to Do When Your Meetings Have Gotten Too Big,” by Anne Sugar

Set Healthy Standards of Work for Your Team

June 20, 2019

Set Healthy Standards of Work for Your Team

When employees feel constantly busy, so busy that they barely have time to breathe, it diminishes their creativity, drive, and job satisfaction. Managers need to take the lead in creating healthy standards for their teams. Here are some things to try.

(1) Set an example. 
Let your team see you taking lunch breaks, leaving the office on time, and working flexibly. And don’t send emails or other messages late at night — it signals that employees should be working at all hours.

(2) Plan extra time. 
Research has found we’re overly optimistic about how long a task will take. Encourage your team to block out extra time each week to finish up lingering projects. This will help people free up space on their to-do lists (and in their brains).

(3) Increase workload transparency. 

Talk to employees about their workloads to get a fuller sense of what they’re working on. Use what you hear to think about whether the team needs more resources or should stop doing certain kinds of work.
Adapted from “Preventing Busyness from Becoming Burnout,” by Brigid Schulte

Break Out of Your Standard Patterns of Thinking

June 18, 2019

Break Out of Your Standard Patterns of Thinking

Great innovators see the world differently. They look beyond what’s obvious and expected, and seek out novel solutions to problems. 

You can push yourself to be more creative by trying out new approaches to challenges. 
When you’re in a situation where you’re tempted to resort to your usual methods — starting a new project at work, for example — 

stop and think about what’s influencing your approach. 
What expectations and assumptions are you bringing to the situation? 
How are your personal background, professional expertise, and relationships at work affecting your methods? 
How might someone from another department or industry view the challenge? 
How might you tackle the project if you didn’t already have a plan in mind?

 These kinds of questions can help you break out of your standard patterns of thinking and reach for new ones. 
It may also help to WRITE DOWN the project’s key requirements and details. 

Having to choose words to describe a situation can reveal your perspective on it; once you’re aware of your perspective, you can try switching to another one.

Adapted from “To Change the Way You Think, Change the Way You See,” by Adam Brandenburge

In Hectic Times, Use Habits to Stay Grounded

June 14, 2019

In Hectic Times, Use Habits to Stay Grounded

When your life is disrupted by a big life event — a job change, a baby, a relative’s illness — how do you maintain your focus and well-being? 
Add some stability to an unstable time by making sure you have habits that align with your long-term goals. 

Think about the five to 10 things you need to do every week to keep your life on track, and write a list of them. 
Many critical habits fall into one of four areas: 
(a) personal reflection, (b) professional reflection, (c) relationships, and (d) health (both physical and mental). 

You should also think about how you’ll create accountability for yourself. Will you post the list where you’ll see it often? 
Use an app to set reminders? Check in with a friend each week?

 Creating and reinforcing habits this way can assure you that you’re doing what you need to — no matter how many things you’re juggling.

Adapted from “When Life Gets Busy, Focus on a Few Key Habits,” by Jackie Coleman and John Coleman

Tell Job Candidates What the Job Will Really Be Like

July 2, 2019

Tell Job Candidates What the Job Will Really Be Like

When you’re interviewing job candidates, are you entirely truthful about the role? Or are you only sort-of honest? 

Many hiring managers are afraid of scaring candidates away, so they sugarcoat a job’s realities. But finding the right fit requires frankness and honesty — otherwise you could waste time and money by hiring the wrong person. When you’re conducting interviews, talk about why a job might be hard, what it takes to succeed in the company, and why the corporate culture isn’t for everyone. 

For example, you could say, “In two months, will you be happy with [some demanding aspect of the job]?” or “You’ve said you don’t mind traveling 80% of the time. Are you sure that won’t become too much?” 

Don’t rely on reading between the lines of a candidate’s answers; research shows that direct, blunt questions are the best way to find out the truth. And finding out now, however hard it may seem, is better than having to refill the role later on.

Adapted from “Stop Lying to Job Candidates About the Role,” by Atta Tarki and Jeff Weiss

Start a Change Effort by Acknowledging Past Efforts That Failed

20 Aug 2019 



Today’s Tip
Start a Change Effort by Acknowledging Past Efforts That Failed
When it comes to organizational change, most companies have some track record of failure. That’s why leaders who are beginning new change efforts should acknowledge those that fell short in the past. Employees have seen their fair share of these failures, which means they’re likely to view your approach with skepticism, no matter how promising you think it is. To win them over, show that you understand the frustration they feel. Talk about the time, effort, and emotional commitment they put toward past change efforts, and apologize for those efforts’ underwhelming results. (Yes, apologize — even if you weren’t at fault.) Explaining why previous initiatives failed, in detail, will strengthen your credibility. You should also explain why the new approach has a good chance of succeeding, making the case with evidence and no-nonsense forthrightness. Being honest and open in your delivery will help to dispel employees’ cynicism, which will help you avoid the fate of your predecessors.
This tip is adapted from “Leading Change in a Company That’s Historically Bad At It,” by Ron Caru

How to Get Your Team to Be More Experimental

June 12, 2019

How to Get Your Team to Be More Experimental

The most innovative companies encourage their employees to experiment. If you’d like to push your team to be more entrepreneurial, here are some things to try. Start by encouraging people to bring their outside interests to work. 

Ask your employees about their hobbies. What do they enjoy doing on weekends? What are they proud of outside of work? Employees who feel comfortable expressing their full, authentic selves are often better at coming up with new ideas. Creating a culture of experimentation also requires a fairly hands-off approach to leadership. 

Don’t be a micromanager. Instead, show employees that you trust them to get work done, even in ways that haven’t been tried before. When people have a sense of ownership, they feel more freedom to try something new. 

And finally, get comfortable with failure. People won’t take risks if they’re afraid of what will happen if a project doesn’t work out. Measure someone’s performance by their level of ingenuity, not their ability to play it safe.

Adapted from “How to Encourage Entrepreneurial Thinking on Your Team,” by Sergei Revzin and Vadim Revzin

How to Involve the Board in Your Company’s Strategy

June 27, 2019

How to Involve the Board in Your Company’s Strategy

Should the board decide a company’s strategy, or should senior leaders propose a strategy for the board to vote on? Neither. The best approach is an iterative one. First, executives should seek board members’ input on the challenges that the strategy should address. (New competitors? Future growth? An increasingly bloated cost structure?) Whatever their concerns, knowing them now will help you avoid a disconnect later. Next, as you’re considering strategy possibilities, go back to the board with them. Bring multiple approaches for dealing with the challenges you identified earlier. Note you aren’t asking the board to ratify a particular approach; you’re asking for advice and feedback. Finally, when you and your team have landed on your desired strategy, present it to the board. At this point, ideally, everyone knows the challenges to be solved and has had a chance to provide guidance, which makes it more likely that you’ll get the stamp of approval.

Adapted from “The Board’s Role in Strategy,” by Roger L. Martin

Do You Know How Much Influence You Have at Work?

June 11, 2019

Do You Know How Much Influence You Have at Work?

The amount of influence people have at work isn’t always determined by their job titles. To gauge your informal power, do a simple audit. Write down the top 10 people who help you get things done, and give each a score from one to 10 based on how much you depend on them. Think broadly about what they offer: career advice, emotional support, access to stakeholders? Next, assign yourself a score from their perspectives. Consider what you offer them and how difficult it would be to replace you. Finally, look for red flags: Do you add value mostly on one team? Do your contacts help you more than you help them? Do most of your contacts work in one function or business unit? If you’re not satisfied with your audit’s results, plan how you’ll improve them. This might mean contributing more across the company or spending more time with stakeholders. The more value you create, the more irreplaceable you’ll become.

Adapted from “How to Figure Out How Much Influence You Have at Work,” by Maxim Sytch

3 Ways to Become More Optimistic

June 7, 2019

3 Ways to Become More Optimistic

There are benefits to optimism. Some studies have found that feeling optimistic can help fight stress and improve health; others have found that optimists earn and save more money. To build your optimism, try a few things. For one, practice gratitude. When you wake up each morning, think of three things you’re thankful for. It only takes a minute, and it puts a positive spin on the day. (Also, resist the urge to immediately check the news, which often does the opposite.) Second, find ways to make progress toward your goals. Whether you want a new job or you’re launching a new project, taking even small steps forward can give you a larger sense of momentum. Third, prioritize connecting with others. Get lunch with friends you haven’t seen lately, or send a coworker a note that you’re thankful for them. Social connection is one of the top predictors of happiness.

Adapted from “The Financial Upside of Being an Optimist,” by Michelle Gielan

Should You Apply for a Job If You Don’t Meet Every Qualification?

June 6, 2019

Should You Apply for a Job If You Don’t Meet Every Qualification?

If you come across a job posting with 10 qualifications listed, and you have six or seven of them, should you apply?
 YES !! 
Think of a job posting as the company’s WISH LISTfor the role ! 
While the hiring manager may hope to find candidates with all 10 skills, organizations want new hires to GROW INTO their roles. That’s why you should look for positions that will stretch you, not ones where you already tick all the boxes ! 
 It can be tempting to seek out jobs you’re very qualified for — even overqualified for — since you know your chances of succeeding are high.
 But a job you’re immediately great at won’t teach you anything new, which means your opportunities for growth are limited. (Plus, you might be more than a little bored.)

So don’t be afraid to apply for a job that makes you a little nervous. If you have some of the skills needed, and you aren’t afraid to ask questions and make mistakes, you’re probably a good candidate.

Adapted from “You Don’t Need to Meet Every Qualification to Apply for a Job,” by Art Markman
Courtesy : Harvard Business Review 

Does Everyone in Your Meeting Know How Decisions Will Be Made?

June 5, 2019

Does Everyone in Your Meeting Know How Decisions Will Be Made?

Team meetings can be useful for making important decisions, but only if everyone knows the process for them. When there’s confusion around how the final call will be made, or by whom, the situation can get tense or awkward.

 That’s why it’s important to start a meeting by laying down the ground rules. 

For example, you might tell the group there will be 30 minutes of discussion and then a vote, and if there is no resolution, the issue will be brought to an executive.

 Or, if an executive is in the room already, they might make the decision right then and there. It’s especially useful to explain the finer points: 

Does anyone have veto power? 
Does the group vote determine the final decision, but a two-thirds majority is needed?
 Will minority viewpoints be documented for stakeholders to review? 
Whatever the process, explain it clearly so that everyone is aware.

Adapted from “A Good Meeting Needs a Clear Decision-Making Process,” by Bob Frisch and Cary Greene

When Leading Across Cultures, Your Style May Need to Change

May 10, 2019

When Leading Across Cultures, Your Style May Need to Change

Lots of managers work with employees whose backgrounds or cultures differ from theirs. In certain circumstances, the leadership approach you’re used to may be ineffective, or even offensive. That’s why it’s important to build your cultural fluency — an understanding of how norms and expectations vary across cultures. Think about how your current style has been influenced by your background and personal identity. When might your style be a bad fit, and for whom? Working with a coach, or completing an assessment of your cultural competence, can be a helpful way to identify your blind spots and figure out how to address them. When working with employees from different cultures, think carefully about where your usual approach might need adjusting. Consider: How will you greet employees? Lead meetings? Get your team’s input? Show respect? When you encounter something you don’t understand, ask about it rather than making assumptions. And always be willing to adjust your leadership style; never assume that other people will adjust to you.

Adapted from “3 Ways to Improve Your Cultural Fluency,” by Jane Hyun and Doug Conant

Don’t Let High Expectations Hurt Your Team’s Confidence

June 4, 2019

Don’t Let High Expectations Hurt Your Team’s Confidence

High expectations can motivate team members. But if your standards are too high, you may be doing more damage than good, possibly hurting the self-confidence of those on your team. To temper the negative effects of overly ambitious expectations, try the following three things. 

(1) First, be judicious about when and how often you express dissatisfaction. In situations where people need to improve, push them to stretch, but if people sense you’re constantly discontent, they’ll be demoralized !! 

 (2) Second, make sure every person on your team knows what you VALUE  about them. If you want them to take your critique to heart, it’s imperative they also know what you find SPECIAL about them and their contributions ! 

 (3) Third, make sure to communicate your expectations ahead of time, not just after someone has failed to meet them. 

(4) And don’t forget to be self-compassionate. You will be more forgiving of others if you loosen unrealistic expectations of yourself.

Adapted from “Are Your High Expectations Hurting Your Team?,” by Ron Carucci