Thu, 03 Oct 2019
Coaching an Employee to Solve Problems in New Ways
Sometimes an employee gets stuck while solving a problem. They try once and, when they fail, either give up or try again with the same method. You can help a direct report expand their tool set and consider new approaches with coaching. Start off by asking a few questions: What problem are you solving? What concerns you about it? What frustrates other people about it? Your goal is to get the person thinking about why their efforts aren’t working. Repeat their answers back to them. Once they understand why their plan of action is flawed, ask what else they might try, based on what they know about the problem.
Encourage them to think about what type of solution would make sense for this type of problem. Remember, your role here is not to provide answers. It is to clarify the questions the employee is trying to answer, push them to consider new perspectives, and help them reflect on what they’ve learned.
This tip is adapted from “To Coach Junior Employees, Start with 4 Conversations,” by Jerry Connor
Tuesday, December 31, 2019
Family Businesses Have to Define What Success Looks Like
Fri, 27 Sep 2019
Family Businesses Have to Define What Success Looks Like
" Privately held family businesses have a lot of freedom to define success. Yet many founders and owners aren’t clear about exactly what they want their company to achieve, which leads to conflicting priorities and unclear decision making. Ask yourself whether you are most interested in growth (maximizing the financial value of the business), liquidity (generating cash flow for use outside of the business), or control (retaining decision-making authority). Achieving all three goals is difficult, if not impossible, so you’re better off focusing on one or two. Think carefully about why you started the company and which of the three goals are most aligned with your objectives. And don’t forget to revisit your choices as things change, whether they’re external factors like the economy or internal factors like a shift in senior management. What worked well in one environment can be a disaster in another.
This tip is adapted from “Every Business Owner Should Define What Success Looks Like,” by Josh Baron and Vlad Barbieri
Family Businesses Have to Define What Success Looks Like
" Privately held family businesses have a lot of freedom to define success. Yet many founders and owners aren’t clear about exactly what they want their company to achieve, which leads to conflicting priorities and unclear decision making. Ask yourself whether you are most interested in growth (maximizing the financial value of the business), liquidity (generating cash flow for use outside of the business), or control (retaining decision-making authority). Achieving all three goals is difficult, if not impossible, so you’re better off focusing on one or two. Think carefully about why you started the company and which of the three goals are most aligned with your objectives. And don’t forget to revisit your choices as things change, whether they’re external factors like the economy or internal factors like a shift in senior management. What worked well in one environment can be a disaster in another.
This tip is adapted from “Every Business Owner Should Define What Success Looks Like,” by Josh Baron and Vlad Barbieri
4 Ways for Coaches and Consultants to Price Their Services
Thu 26 Sept 2019
4 Ways for Coaches and Consultants to Price Their Services
There are many ways for coaches and consultants to price their services.
(1) The simplest is to bill hourly, which is useful when you don’t know how long a project will take.
But there are drawbacks, such as the record keeping and level of scrutiny it invites. (“Why did this take eight hours instead of five?”)
(2) Once you’ve built trust with a client, a better method is to use a monthly retainer: a flat fee for access to you.
The risk is that clients may feel they own you and try to monopolize your time.
(3) If you offer set services — say, half-day strategy sessions or six-month coaching engagements — another option is to charge a flat fee for each of them. That way clients know exactly what they’re getting and what it will cost.
(4) You could also try a pay-for-results model, in which you make nothing unless your client improves. Yes, it’s risky, but if you’re confident in your process, you can usually charge a premium.
This tip is adapted from “A Short Guide to Pricing Your Services as a Consultant or Coach,” by Dorie Clark et al.
Courtesy : Harvard Business Review
4 Ways for Coaches and Consultants to Price Their Services
There are many ways for coaches and consultants to price their services.
(1) The simplest is to bill hourly, which is useful when you don’t know how long a project will take.
But there are drawbacks, such as the record keeping and level of scrutiny it invites. (“Why did this take eight hours instead of five?”)
(2) Once you’ve built trust with a client, a better method is to use a monthly retainer: a flat fee for access to you.
The risk is that clients may feel they own you and try to monopolize your time.
(3) If you offer set services — say, half-day strategy sessions or six-month coaching engagements — another option is to charge a flat fee for each of them. That way clients know exactly what they’re getting and what it will cost.
(4) You could also try a pay-for-results model, in which you make nothing unless your client improves. Yes, it’s risky, but if you’re confident in your process, you can usually charge a premium.
This tip is adapted from “A Short Guide to Pricing Your Services as a Consultant or Coach,” by Dorie Clark et al.
Courtesy : Harvard Business Review
Invest in Work Relationships That Help You Feel Fulfilled
Wed, 25 Sep 2019
Invest in Work Relationships That Help You Feel Fulfilled
Relationships are a big part of being happy at work. Whether your job is demanding or mundane, you’re more likely to feel fulfilled if you regularly spend time with colleagues who support you and help you create a sense of purpose. Think through your values (who you are) and objectives (what you want to do).
Then review your calendar for the coming month, and consider which events, lunches, and coffee meetings bring you closer to your objectives and which don’t.
Do you thrive when interacting with people who are upbeat? Analytical? Calm? Ambitious?
Are you collaborating with people who share your values?
Of course, you can’t control every facet of your schedule, but when possible, prioritize working and spending time with colleagues who help you feel fulfilled — and minimize interactions with people you find depleting. Keep thinking about how you can make small adjustments to your calendar so that you’re investing in the right relationships.
This tip is adapted from “To Be Happier at Work, Invest More in Your Relationships,” by Rob Cross
Invest in Work Relationships That Help You Feel Fulfilled
Relationships are a big part of being happy at work. Whether your job is demanding or mundane, you’re more likely to feel fulfilled if you regularly spend time with colleagues who support you and help you create a sense of purpose. Think through your values (who you are) and objectives (what you want to do).
Then review your calendar for the coming month, and consider which events, lunches, and coffee meetings bring you closer to your objectives and which don’t.
Do you thrive when interacting with people who are upbeat? Analytical? Calm? Ambitious?
Are you collaborating with people who share your values?
Of course, you can’t control every facet of your schedule, but when possible, prioritize working and spending time with colleagues who help you feel fulfilled — and minimize interactions with people you find depleting. Keep thinking about how you can make small adjustments to your calendar so that you’re investing in the right relationships.
This tip is adapted from “To Be Happier at Work, Invest More in Your Relationships,” by Rob Cross
How to Protect Time for Your Big Projects
Mon 18 Nov 2019
How to Protect Time for Your Big Projects
When you’re trying to tackle an important project that requires concentrated attention, it’s easy to be overly optimistic about your time and to think you’ve got all day — or even several hours — to get it done.
But when you consider all of the meetings, emails, Slack messages, calls, and “quick questions” that take up your day, you probably have less time than you think.
So when you do get a 60- to 90-minute block, focus exclusively on your highest priority project and ruthlessly protect yourself from distractions. Complex and important projects usually have some administrative tasks associated with them that don’t require as much focus or creativity.
Slot those to-dos into other times (say, in between meetings) so they don’t distract from your focus.
It can also help to know what you need to do next on your project, so that you can dive right in.
You don’t want to spend precious focused time trying to find the source materials for your presentation or hunting down a room to sequester yourself. Remove any barriers so you are ready to go.
This tip is adapted from “5 Mental Mistakes That Kill Your Productivity,” by Alice Boyes
How to Protect Time for Your Big Projects
When you’re trying to tackle an important project that requires concentrated attention, it’s easy to be overly optimistic about your time and to think you’ve got all day — or even several hours — to get it done.
But when you consider all of the meetings, emails, Slack messages, calls, and “quick questions” that take up your day, you probably have less time than you think.
So when you do get a 60- to 90-minute block, focus exclusively on your highest priority project and ruthlessly protect yourself from distractions. Complex and important projects usually have some administrative tasks associated with them that don’t require as much focus or creativity.
Slot those to-dos into other times (say, in between meetings) so they don’t distract from your focus.
It can also help to know what you need to do next on your project, so that you can dive right in.
You don’t want to spend precious focused time trying to find the source materials for your presentation or hunting down a room to sequester yourself. Remove any barriers so you are ready to go.
This tip is adapted from “5 Mental Mistakes That Kill Your Productivity,” by Alice Boyes
Manage Your Emotions Before, During, and After a Negotiation
Tue 19 Nov 2019
Manage Your Emotions Before, During, and After a Negotiation
Negotiations can get emotional, to say the least. Whether you’re asking for a raise, more resources for your team, or to restructure your position, you might feel anxious, reluctant, or worried. But you won’t be successful if you’re worked up, so take steps to handle your emotions. Before the negotiation, ask yourself how your counterpart might respond — and why. Doing so will help you identify potential setbacks and gather additional information to respond to their challenges. The more you prepare, the less anxious you will feel. During the negotiation, if you find yourself getting upset or nervous, pause and reflect on the underlying reasons and formulate a strategy to address them. After the negotiation, try to avoid carrying negative emotions. Reflect instead on the moments you were most proud of during your interaction, and focus on how you will use your experience to get the result you want in the future.
This tip is adapted from “3 of the Most Common Challenges Women Face in Negotiations,” by Mara Olekalns et al.
Manage Your Emotions Before, During, and After a Negotiation
Negotiations can get emotional, to say the least. Whether you’re asking for a raise, more resources for your team, or to restructure your position, you might feel anxious, reluctant, or worried. But you won’t be successful if you’re worked up, so take steps to handle your emotions. Before the negotiation, ask yourself how your counterpart might respond — and why. Doing so will help you identify potential setbacks and gather additional information to respond to their challenges. The more you prepare, the less anxious you will feel. During the negotiation, if you find yourself getting upset or nervous, pause and reflect on the underlying reasons and formulate a strategy to address them. After the negotiation, try to avoid carrying negative emotions. Reflect instead on the moments you were most proud of during your interaction, and focus on how you will use your experience to get the result you want in the future.
This tip is adapted from “3 of the Most Common Challenges Women Face in Negotiations,” by Mara Olekalns et al.
Managing a Shameless Self-Promoter
Fri, 22 Nov 2019
Managing a Shameless Self-Promoter
Every good manager wants team members who are smart, skilled, and ambitious. But what if one of your employees spends too much time marketing themselves to senior leaders or takes sole credit for your team’s work?
You don’t want to look insecure, but you need them to put the team before their own agenda.
First, be objective. Is their self-promotion hindering their performance? If they are distracted from their day job, remind them of their responsibilities.
Second, manage your own self-doubt. Don’t be vengeful or self-critical.
Third, be consistent in your feedback. Make clear what self-promotional activities are acceptable, and don’t make exceptions or treat employees differently.
Fourth, don’t fall into the trap of competing with your employee. Competition that stems from positive, shared intent can be constructive, but when it’s based on anxiety, you might end up sabotaging your employee and yourself.
And finally, consider whether there is anything you can learn from your employee. Asking them to share their secrets may feel uncomfortable, but it could also build trust and help you maintain your leadership.
This tip is adapted from “What to Do If Your Employee Starts to Outshine You,” by Nihar Chhaya
Managing a Shameless Self-Promoter
Every good manager wants team members who are smart, skilled, and ambitious. But what if one of your employees spends too much time marketing themselves to senior leaders or takes sole credit for your team’s work?
You don’t want to look insecure, but you need them to put the team before their own agenda.
First, be objective. Is their self-promotion hindering their performance? If they are distracted from their day job, remind them of their responsibilities.
Second, manage your own self-doubt. Don’t be vengeful or self-critical.
Third, be consistent in your feedback. Make clear what self-promotional activities are acceptable, and don’t make exceptions or treat employees differently.
Fourth, don’t fall into the trap of competing with your employee. Competition that stems from positive, shared intent can be constructive, but when it’s based on anxiety, you might end up sabotaging your employee and yourself.
And finally, consider whether there is anything you can learn from your employee. Asking them to share their secrets may feel uncomfortable, but it could also build trust and help you maintain your leadership.
This tip is adapted from “What to Do If Your Employee Starts to Outshine You,” by Nihar Chhaya
Get Noticed by Upper Management
Mon, 25 Nov 2019
Get Noticed by Upper Management
What do you do when you’re ready for a new challenge, but you’re not getting the opportunities you want — and you don’t want to go over your boss’s head?
Your first move should be to demonstrate your commitment to the company. Tell your boss that you’re interested in taking on special projects, ones that will both help the company reach its goals and provide you with an opportunity to stretch yourself.
Another option is to look for opportunities to collaborate across the organization. When you build connections, you expand your network of allies and increase your visibility and influence.
And don’t be afraid to ask directly for opportunities. While you don’t want to push too hard, showing initiative is usually seen as a good thing. Explain why you believe you can make a valuable contribution, as well as what you will gain from the opportunity.
Ultimately management will want to put you in a spot where you can do the most. Sometimes you’ve got to identify where that is and ask for it.
This tip is adapted from “How to Get Noticed by Your Boss’s Boss,” by Melissa Raffoni
Get Noticed by Upper Management
What do you do when you’re ready for a new challenge, but you’re not getting the opportunities you want — and you don’t want to go over your boss’s head?
Your first move should be to demonstrate your commitment to the company. Tell your boss that you’re interested in taking on special projects, ones that will both help the company reach its goals and provide you with an opportunity to stretch yourself.
Another option is to look for opportunities to collaborate across the organization. When you build connections, you expand your network of allies and increase your visibility and influence.
And don’t be afraid to ask directly for opportunities. While you don’t want to push too hard, showing initiative is usually seen as a good thing. Explain why you believe you can make a valuable contribution, as well as what you will gain from the opportunity.
Ultimately management will want to put you in a spot where you can do the most. Sometimes you’ve got to identify where that is and ask for it.
This tip is adapted from “How to Get Noticed by Your Boss’s Boss,” by Melissa Raffoni
Where Are You in Your Career? Where Do You Want to Go?
Career Tip
Where Are You in Your Career? Where Do You Want to Go?
" It’s not always clear how you should think about growing in your career.
One thing to try is writing a “from/to” statement that articulates where you are today and where you want to go.
For example: I want to progress from an individual contributor who adds value through technical expertise and closely follows others’ directions, to a people leader who creates a clear strategy and delivers results through a small team.
To write a from/to, ask trusted superiors and colleagues for their candid view of your current role and your goals.
Tell them to be BRUTALLY HONEST, because their transparency will help you figure out how you need to grow.
Reflect on their answers and incorporate them into your from/to statement — and then have your colleagues read it. Sometimes people think they’re far ahead of where they are, or they choose a destination that is unrealistic. Your advisers can provide a reality check.
This tip is adapted from “A Simple Way to Map Out Your Career Ambitions,” by Marc Effron
Monday, December 30, 2019
Managers, Know When to Stop Talking and Start Listening
Mon 30 Dec 2019
Managers, Know When to Stop Talking and Start Listening
In the run-up to the new year, we’re resharing some of our favorite tips from 2019.
As a manager, you probably have to talk a lot. You want people to have the guidance and direction they need, of course, and there are plenty of situations where you need to speak your mind. But at some point, talking a lot can turn into overcommunicating. You can end up dominating conversations, which means employees’ perspectives aren’t being heard. To make sure you aren’t talking too much, listen as much as you speak. When someone raises a question in a meeting, invite others to weigh in before you. In fact, don’t contribute your thoughts until several other people have offered theirs. That way everyone is included and feels that their input is valued. You can also schedule regular one-on-one sessions with your team members to encourage open communication. Ask employees about their wants, needs, and concerns — and then hush. You may be surprised how much you learn when you’re saying nothing.
This tip is adapted from “Don’t Be the Boss Who Talks Too Much,” by Hjalmar Gislason
Managers, Know When to Stop Talking and Start Listening
In the run-up to the new year, we’re resharing some of our favorite tips from 2019.
As a manager, you probably have to talk a lot. You want people to have the guidance and direction they need, of course, and there are plenty of situations where you need to speak your mind. But at some point, talking a lot can turn into overcommunicating. You can end up dominating conversations, which means employees’ perspectives aren’t being heard. To make sure you aren’t talking too much, listen as much as you speak. When someone raises a question in a meeting, invite others to weigh in before you. In fact, don’t contribute your thoughts until several other people have offered theirs. That way everyone is included and feels that their input is valued. You can also schedule regular one-on-one sessions with your team members to encourage open communication. Ask employees about their wants, needs, and concerns — and then hush. You may be surprised how much you learn when you’re saying nothing.
This tip is adapted from “Don’t Be the Boss Who Talks Too Much,” by Hjalmar Gislason
Thursday, December 26, 2019
Building Your Career While You Wait for Your Dream Job
Fri 18 Oct 2019
Building Your Career While You Wait for Your Dream Job
When you’re starting your career, should you hold out for your dream job or take anything you can get? Trick question — the answer is “a little of each.”
(1) There is value to be had from almost any role, so while you search for that ideal match, pay the bills with jobs that give you one (or more) of three things:
(a) experience, (b) credibility, or (c) income.
You’ll need the right skills and background to land your dream job, so in the meantime, look for roles that will let you build relevant experience.
(2) And consider jobs at companies with great reputations, even if the job in question isn’t your exact goal. Having a top company on your résumé will make you stand out both now and in the future.
(3) Of course, sometimes you just need a paycheck. When all else fails, do what it takes to duct-tape an income together.
This tip is adapted from “Should New Grads Take Any Job or Wait for the Right One?,” by Jodi Glickman
Building Your Career While You Wait for Your Dream Job
When you’re starting your career, should you hold out for your dream job or take anything you can get? Trick question — the answer is “a little of each.”
(1) There is value to be had from almost any role, so while you search for that ideal match, pay the bills with jobs that give you one (or more) of three things:
(a) experience, (b) credibility, or (c) income.
You’ll need the right skills and background to land your dream job, so in the meantime, look for roles that will let you build relevant experience.
(2) And consider jobs at companies with great reputations, even if the job in question isn’t your exact goal. Having a top company on your résumé will make you stand out both now and in the future.
(3) Of course, sometimes you just need a paycheck. When all else fails, do what it takes to duct-tape an income together.
This tip is adapted from “Should New Grads Take Any Job or Wait for the Right One?,” by Jodi Glickman
" Project Confidence in Your Next Presentation "
Wed 20 Nov 2019
" Project Confidence in Your Next Presentation "
Many of us feel anxious when we’re speaking or presenting at a big meeting, but there’s lots of research on what you can do to look confident and competent in front of an audience.
(1) The key is to pay special attention to your body language. Make eye contact and avoid looking at your slides.
A few glances are OK, but NOT at the BEGINNING of your presentation.
(2) Also, keep an open posture with your arms uncrossed and your palms turned up.
(3) Remove any BARRIERS — such as a lectern or a laptop — between you and the audience.
(4) And find areas of your presentation where gestures would help highlight key points or emphasize a concept. For example, if you’re LISTING a number of items, use your FINGERS to count them off ! The last step?
(5) PRACTICE until you get it right.
Don’t be hard on yourself if it takes more time than you expect. There’s nothing more influential than the power of your presence matching the power of your ideas !
This tip is adapted from “How to Look and Sound Confident During a Presentation,” by Carmine Gallo
" Project Confidence in Your Next Presentation "
Many of us feel anxious when we’re speaking or presenting at a big meeting, but there’s lots of research on what you can do to look confident and competent in front of an audience.
(1) The key is to pay special attention to your body language. Make eye contact and avoid looking at your slides.
A few glances are OK, but NOT at the BEGINNING of your presentation.
(2) Also, keep an open posture with your arms uncrossed and your palms turned up.
(3) Remove any BARRIERS — such as a lectern or a laptop — between you and the audience.
(4) And find areas of your presentation where gestures would help highlight key points or emphasize a concept. For example, if you’re LISTING a number of items, use your FINGERS to count them off ! The last step?
(5) PRACTICE until you get it right.
Don’t be hard on yourself if it takes more time than you expect. There’s nothing more influential than the power of your presence matching the power of your ideas !
This tip is adapted from “How to Look and Sound Confident During a Presentation,” by Carmine Gallo
" Resist Your Tendency to Micromanage "
Tue 10 Dec 2019
" Resist Your Tendency to Micromanage "
" Micromanaging is a hard habit to break. How can you combat these tendencies? First, set regular check-ins to discuss the status of projects. You may think you’re being helpful by frequently checking in on a project, but admit it: You’re hovering.
Remind yourself that you hired certain people because of their expertise, so give them the autonomy to use it. Your general knowledge of the required tasks will help you put the right people in the right places. After that, communicate what you need, provide them with the support and resources to accomplish their tasks, and then trust them to carry it out.
Finally, delegate more than you may be comfortable with. Managers who have a talent for delegation — and who put it to use — can breed greater team success than those who immerse themselves in the mundane details.
By empowering your team to take on more, you’ll find yourself worrying — and controlling — a lot less.
This tip is adapted from “3 Ways to Kick Your Micromanaging Habit for Good,” by Serenity Gibbons
" Resist Your Tendency to Micromanage "
" Micromanaging is a hard habit to break. How can you combat these tendencies? First, set regular check-ins to discuss the status of projects. You may think you’re being helpful by frequently checking in on a project, but admit it: You’re hovering.
Remind yourself that you hired certain people because of their expertise, so give them the autonomy to use it. Your general knowledge of the required tasks will help you put the right people in the right places. After that, communicate what you need, provide them with the support and resources to accomplish their tasks, and then trust them to carry it out.
Finally, delegate more than you may be comfortable with. Managers who have a talent for delegation — and who put it to use — can breed greater team success than those who immerse themselves in the mundane details.
By empowering your team to take on more, you’ll find yourself worrying — and controlling — a lot less.
This tip is adapted from “3 Ways to Kick Your Micromanaging Habit for Good,” by Serenity Gibbons
Pressuring Your Sales Team Can Be Counterproductive
11 Dec 2019 Wed
While it’s the sales team’s job to bring in business, simply cranking up the heat to get the numbers you want can backfire.
Instead of dialing up the pressure, engage with sellers to help them succeed.
(1) Start by focusing on the sales process rather than the outcome. (2) Then work with the sales team to understand where they need leadership help. This may include planning sales call strategies or discussing creative approaches to gain access to key decision-makers.
(3) Also, offer coaching. Selling often requires expertise that isn’t provided in training, so salespeople need ongoing support.
(4) Provide good models of what works. Give them a chance to practice those skills.
(5) Then give clear feedback and allow them to incorporate your feedback into their performance.
If you do this not just once, but over and over again, they will hone and then master the essential skills.
Remember, pressure may create diamonds out of coal, but you are working with people.
This tip is adapted from “3 Ways to Motivate Your Sales Team — Without Stressing Them Out,” by Scott Edinger
While it’s the sales team’s job to bring in business, simply cranking up the heat to get the numbers you want can backfire.
Instead of dialing up the pressure, engage with sellers to help them succeed.
(1) Start by focusing on the sales process rather than the outcome. (2) Then work with the sales team to understand where they need leadership help. This may include planning sales call strategies or discussing creative approaches to gain access to key decision-makers.
(3) Also, offer coaching. Selling often requires expertise that isn’t provided in training, so salespeople need ongoing support.
(4) Provide good models of what works. Give them a chance to practice those skills.
(5) Then give clear feedback and allow them to incorporate your feedback into their performance.
If you do this not just once, but over and over again, they will hone and then master the essential skills.
Remember, pressure may create diamonds out of coal, but you are working with people.
This tip is adapted from “3 Ways to Motivate Your Sales Team — Without Stressing Them Out,” by Scott Edinger
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