Design a Better Bereavement Policy in your Co !

Design a Better Bereavement Policy in your Co ! 

( in the wake of many untimely deaths due to Carona ) 

Due to the number of unexpected and unforesden deaths due to Covid , of young , middle aged and old, organizations need to rethink & re-design the often neglected leave , which is  Bereavement Leave !! 

Now is the right time to reconsider your policy and how it serves (or doesn’t serve) grieving employees. Here are 5  broad guidelines . 

(1)  First and foremost, give your people more PAID TIME OFF  for bereavement ! 

 Given all the demands associated with arranging a funeral, sorting out finances, and mourning one’s loss, a few days are  just not enoguh . 

(2)  Be GENEROUS !  Ask them what they need, and follow their lead. 

(3) EXPAND AND BROADEN YOUR TERMS : Don’t limit the coverage to immediate family.

 Include the loss of any loved one: a partner, child, parent, grandparent, aunt, uncle, cousin, friend or neighbor! 

 Miscarriage should also be covered.

(4) MAKE IT LESS FORMAL : If possible , don’t require documentary evidences like  a death certificate, obituary, or letter from a funeral home or hospital — it’s uncomfortable and unnecessary. IF your company's policy permits . Otherwise, re-design the policy ! 

(5)  And remind employees of any mental health resources your company provides, especially GRIEF COUNSELING . 

Although these painful moments usually have little to do with work, they’re often the moments that matter the most in a workplace.

This tip is adapted from “It’s Time to Rethink Corporate Bereavement Policies,” by Mita Mallick

" Model and Reward Vulnerability on Your Team "

 Tue 20 Oct 2020 

" Model and Reward Vulnerability on Your Team " 

For a team to innovate, people must be willing to disagree, dissent, and challenge the status quo. As a leader, it’s your job to set the conditions for this kind of intellectual bravery.

(1)  First, check yourself: Make sure you reward vulnerability, rather than punish it, and be mindful of the signals you’re sending, implicitly or explicitly, that discourage disagreement or outside-the-box thinking.

(2)  Next, encourage your team members to think beyond their role and function. You can also specifically assign someone on your team to play the role of devil’s advocate — their job is to challenge a course of action or find flaws in a proposed decision. (2b) Make sure you rotate that role so you can get a variety of perspectives. 

(3) Whenever you reject a suggestion, express gratitude for the idea and explain your reasoning.

(4)  Finally, model vulnerability by sharing your mistakes, asking questions, and admitting what you don’t know. Laying the groundwork for open and honest discussions could help your team come up with your company’s next great idea.

This tip is adapted from “To Foster Innovation, Cultivate a Culture of Intellectual Bravery,” by Timothy R. Clark

4 tips to manage a Hybrid team ( Work from Home & officer goers )

 Tue 13 Oct 2020

What to Do If You’re Unexpectedly Managing a Hybrid Team !

As many companies navigate returning to an office in some shape or form, your team members are likely contending with vastly different situations. Some may be planning a return to the workplace, while others intend to remain remote indefinitely.
 As the leader, how do you manage these various circumstances while treating everyone fairly?

(1)  First and foremost, offer support. No matter their situation, your employees are under an unusual amount of stress these days. So check in with them and ask what they need.

(2)  Next, set clear expectations about practices and protocols. How and when are you going to communicate? Who needs to be in which meetings? Do any workflows need to be updated to account for what’s changed?

(3) And be sure to strive for equity and fairness. A hybrid work environment can make some employees feel excluded, so create a level playing field in meetings and be careful that you don’t show preference to people who are back in the office.

(4) Finally, watch for signs of burnout, no matter where your employees are working. Touch base if you notice that one of your team members is particularly stressed, irritable, or exhausted. They may need help prioritizing their work, or just a little more day-to-day connection with their teammates.

This tip is adapted from “How to Manage a Hybrid Team,” by Rebecca Knight

Create a Personal Highlight Reel to Give Yourself a Boost

Thu 22 Oct 2020

Create a Personal Highlight Reel to Give Yourself a Boost
If you're feeling a bit burned out these days, you’re not alone. Here’s a strategy that could give you a much-needed boost. Make a list of the people who mean the most to you — friends, family, coworkers — and send them a note of gratitude, describing a time they had an impact on you. In return, ask them to share a memory of a time when you were the best version of yourself. 

It may feel awkward to make this request, but by giving them an unexpected gift, you’re paving the way for a virtuous cycle of gratitude. Collect the responses you get, and save them in one place.

 This is your personal highlight reel — a set of memories of you at your very best — that you can return to whenever your confidence dips or you’re in a rut. This simple exercise is an evidence-based, low-risk way of forming closer bonds with others, and reminding yourself that you possess exceptional skills and traits. So why not go for it?
This tip is adapted from “You Need a Personal Highlight Reel,” by Dan Cable

Collaborate Effectively Even When You’re Working Remotely

 Collaborate Effectively Even When You’re Working Remotely
( 4 Tis for Effective Virtual Collaboration )

Collaboration is especially difficult right now, when some, or all, of your team is working remotely. But there are steps you can take to ensure your team is effectively moving ahead in accomplishing group goals. You may be tempted to set aside a specific time to do this, but you don’t want to add to people’s already overcrowded schedules.
(1) Use existing meetings to brainstorm, set vision, align roles, or have other creative and strategic discussions.
(2) Set an agenda in advance, and assign someone to facilitate the meeting to keep the group on track and focused on decision-making. Also, remember that not every communication needs to happen in a meeting.
(3) When you can, use shared documents that can be updated and tracked by multiple people asynchronously, and set clear deadlines for the team to review.
(4) You can also encourage people to work virtually “side by side” to push forward a shared project. They might get on a video call to work together, so that they can easily stop and ask a question or request feedback. Working together well from afar is difficult, but it’s possible, with intentionality and focus.
This tip is adapted from “4 Tips for Effective Virtual Collaboration,” by Elizabeth Grace Saunders

“Storytelling Can Make or Break Your Leadership,”

 Tue 27 Oct 2020

Use Storytelling to Persuade and Motivate Your Audience !

Telling a good story can help you win over a colleague, a team, an executive, a recruiter, or a large audience. But what does that look like? The best stories don’t just communicate information or elicit an emotional reaction — they're also a tool to PERSUADE  and motivate people. Here are 5 things you can do , and cannot .

(1)  So start by contextualizing your story, tying it back to the CASE you're trying to make.
(2)  Tailor it to the NEEDS  of your audience: Speak to their specific anxieties or concerns .

(3) Avoid bland platitudes that could apply to anyone !
(4)  Be clear about what you want them to DO . If you give your audience practical advice and direction, you empower them to take action and make your story THEIR OWN !
(5)  Finally, stay humble. Don't be afraid to share stories of failure, moments of weaknesses, or times you needed help from others. Genuine humility shows you have the capacity for growth and learning, which everyone can relate to.
 Of course, telling a good story takes practice — but done well, it will help build credibility for yourself and your ideas.
This tip is adapted from “Storytelling Can Make or Break Your Leadership,” by Jeff Gothelf

“Today’s Leaders Need Vulnerability, Not Bravado,”

 Wed 28 Oct 2020

Be a More Vulnerable Leader in Times of Crisis
Leading through uncertainty is hard. How should you adjust your style to stressful times? You might think you need to be tough and confident under pressure. But when we don’t have all the answers, leaders who show vulnerability — those who are aware of their limitations, admit their mistakes, and have the necessary humility to learn and adjust course — may make more progress. So, be willing to put your guard down. Tell people the truth, instead of what you think they want to hear. What information do you know, what don't you know, and what do you need to learn to make the best possible decision? Be honest about the facts, no matter how traumatic they are — and even if it means fessing up to mistakes or issuing an apology. And be sure to ask for help when you need it. A leader's job isn't to be a hero, it's to bring a group of people together to collectively solve problems. Be willing to try strategies that you didn't think of or that you are new to you. Flexibility and openness is the sign of confidence, not weakness.
This tip is adapted from “Today’s Leaders Need Vulnerability, Not Bravado,” by Amy C. Edmondson and Tomas Chamorro-Premuzic

“How Men Can Confront Other Men About Sexist Behavior,”

 Thu 29 Oct 2020 

How Men Can Call Out Sexist Behavior ! 

If you’re a man who supports gender equality at work, ask yourself if you tolerate bad behavior from your peers. Active confrontation of other men for sexism, bias, harassment, and all manner of inappropriate behavior may be the toughest part of male ally-ship, but it’s critical to creating an equitable workplace. 

Here are a few strategies you can use next time you witness a transgression.

(1)  Try the two-second rule: After someone says something offensive, take a beat to formulate a clear thought. You might say something like, "Did you really mean to say that?," or "That wasn’t funny," or even a more direct, "That was sexist."

(2)  In some cases, you may want to deploy a thoughtful question, rather than a statement.

 For example, if a male colleague repeats a point that a female colleague previously made, you might say something like, "I’m confused,  — how is that different from what she has  just suggested?" 

(3) Another tactic is to share authentically how bias or sexism was harmful to someone close to you. You might say calmly but firmly, “My wife experienced this at work, and it’s unacceptable. I don’t want women to experience that here.”

 This kind of openness can push your peers to do a double take, seeing their own behavior through a new lens and giving them impetus to change.

This tip is adapted from “How Men Can Confront Other Men About Sexist Behavior,” by W. Brad Johnson and David G. Smith

“Give Your Remote Team Unstructured Time for Collaboration,”

 Mon 02 Nov 2020 

3 Ways To Encourage Collaboration on Your Remote Team

As the pandemic rages on, managers need to help their remote employees battle feelings of isolation over the long term. Online social activities — from coffee breaks to happy hours — can help, but many people are craving those informal office interactions that stimulate creativity and encourage collaboration. 

(1) One thing you can do is set up a remote co-working space — basically, a video-conference at an agreed-up time where people can simply work quietly in each other’s virtual presence. This allows team members to informally chat, share ideas, and spontaneously ask questions, the same way they would in the office.

(2)  If you’re managing a HYBRID team, you can also set up a “hot wall,” a large monitor and camera placed in a busy location in the office, where remote workers can drop by to “visit” with their in-office colleagues !  Experiment with turning it on for a fixed period of time each day, and see how people like it ! 

(3)  Finally, establish a weekly, OPEN office hour, WITHOUT an agenda, and invite your entire team to ask questions and check in. These techniques, which aren’t hard to implement, can allow for the spontaneous and unstructured conversations that many of us are missing these days.

This tip is adapted from “Give Your Remote Team Unstructured Time for Collaboration,” by Barbara Z. Larson

Determine Your Company’s Purpose With Your Constituents !

 Thu 05 Nov 2020 

Determine Your Company’s Purpose With Your Constituents ! 

"What are we here for?" This question is essential for every leader to answer if you want to keep people engaged and focused, especially in times of change and uncertainty. So how can you provide a motivating answer to this question?

 It can’t come from you and your fellow executives alone ! Determining your company’s purpose should involve employees, customers, suppliers, and members of the communities you serve. So convene these parties, perhaps in small focus groups, and ask them what they need and expect of your organization now (acknowledging that their answer may have changed over the past year). Then turn their feedback into a narrative of what success — and failure — looks like. Now is not a time to cling to an old plan. Instead, galvanize your constituencies to shape your company’s purpose and future. When you take a collaborative approach, it's more legitimate, more motivating, and more likely to subvert the status quo.

This tip is adapted from “How the Best Leaders Answer 'What Are We Here for?',” by Margaret Heffernan

" Serious " Leaders too need Self Care !

 Tue 03 Nov 2020
" Serious " Leaders too need Self Care !

While the benefits of self-care are well known, some leaders still question whether it’s for them. You might feel like you don't have the time, or think that you don’t need it, or maybe you consider the whole idea to be a bunch of hippy-dippy nonsense. Well, it's time to reconsider!
 Self-care is important, and it can look different for everyone. So, set aside your resistance, and find a way to make it your own.
(1)  You might like a  (a) long, cross-legged meditation, or something much more simple, (b) like a routine journaling session, (c)  a brief afternoon nature walk, or (d) a 15-minute break during the day to listen to music !
 The key is to start small, because even short diversions can provide stress relief and an energy boost.

(2)  Whatever form of self-care you settle on, be diligent about making time for it EVERY DAY . Schedule it on your calendar and set alarms so that you don't forget to actually follow through on your commitment to yourself.

(3)  And once you start feeling the benefits, share your experience with others, especially if you’re a leader.
 The more you encourage others to take care of themselves, the more your team and organization will benefit.
This tip is adapted from “'Serious' Leaders Need Self-Care, Too,” by Palena Neale

5 Tips to Getting Through One of Those Bad & Moody Days

 
Fri 06 Nov 2020
5 Tips to Getting Through One of Those Bad & Moody Days

We all have those days when it feels like life is kicking you in the teeth, but you still need to get things done. When you’re down, being productive can sometimes help with your mood and resilience !
(1)  To push through, you could focus on a familiar activity — a task that's satisfying but not taxing, something you’ve done so many times that muscle memory will kick in.
(2) Or you could do the opposite and knock off an item on your to-do list that you've been avoiding. This approach could make you feel like you're on top of things, but be sure to set a modest goal: Trying to perform to a high standard when you’re in a funk can leave you feeling especially drained !
(3) A compromise could be allowing yourself to do half or two-thirds of your usual work.

(4)  And if you need one, don’t be afraid to take a mental health day ( off) .

(5)  Finally, try to connect with others. Loneliness can increase stress, so share whatever is going on with a trusted boss or colleague. Being forthcoming will help your teammate understand why you may be a bit less reliable or peppy on a day when you just don't have it.
This tip is adapted from “Feeling Overwhelmed? Here’s How to Get Through the Workday,” by Alice Boyes

A routine for Work From Home Life

 A routine for Work From Home Life

Leave Work at the Door — Even If You Can’t Leave the House
In the run-up to the new year, we’re resharing some of our favorite tips from 2020.
 
When you’re working from home, it can be really hard to transition from work mode to personal mode, but it’s more important than ever to keep the distinction clear. Here’s how to make the switch.

(1)  First, establish a routine that eases you into work mode. Maybe it’s putting your dishes in the dishwasher, getting a cup of coffee, and then sitting down at your computer. Or maybe it’s doing a quick workout, showering, and then turning to your phone to check email. Do these activities in the same way each day to build the habit.

(2) Then, make a PLAN for your day, blocking out time on your calendar for meetings, answering emails, or focusing on special projects.

(3) Finally, set a wrap-up ROUTINE  to end your workday. This could include  (a) doing a final scan to make sure you’ve responded to all critical emails, (b) looking over your task list to decide what you will tackle tomorrow, and maybe (c)  even saying out loud to yourself, “The workday is done, I’m signing off.”
This tip is adapted from “How to Transition Between Work Time and Personal Time,” by Elizabeth Grace Saunders

Be Coachable !

 Tue 10 Nov 2020

Make the Most of Leadership Coaching
Be Coachable !
Executive coaching can be a big boost to both your performance and job satisfaction. But before you start working with a coach, you need to ask yourself whether you’re ready to do the work. To truly reap the benefits of coaching you must be able to tolerate discomfort and be open to experimentation. You’ll need to proactively embrace new ways of behaving, even if these approaches don't come naturally to you. You also need to be ready and willing to take responsibility for your shortcomings, rather than blaming your organization, your boss, or your team. Deflecting responsibility will stymie your growth; acknowledging your failures will help pave the way for your development. Finally, it's essential to ask for support when you need it. You’ll progress faster if you make yourself vulnerable to others, including your boss, peers, and even direct reports. Share goals, ask for advice, listen with curiosity, and most critically, accept and act on the constructive feedback you receive. Making sure you’re ready before engaging with a coach will help you get the most of the relationship.
This tip is adapted from “Are You Ready to Be Coached?,” by Brenda Steinberg

Working Dads: It’s Okay to Drop the Always-On Mentality

 Wed 16 Dec 2020

Working Dads: It’s Okay to Drop the Always-On Mentality
Working dads: Do you take significantly less paid time off than your company allows? And when you do take time off, do you feel glued to your phone — or even guilty that you're not working? If so, you're not alone; research shows that this kind of always-on attitude is exceedingly common among working fathers. But the truth is that this mentality actually hurts your organization, your family, and you. It’s time to stop chasing the "ideal worker" image. It’s the product of unhealthy and unrealistic societal expectations. Plus falling into that trap only perpetuates it for other men. You can shift the paradigm by setting a better example. Try being vulnerable, honest, and empathetic about the responsibilities of parenthood. Encourage other dads to actually use the benefits you’re afforded to, such as paternity leave, backup child care, and flexible work schedules. And empower each other to be more involved at home. These small steps will go a long way towards fostering a healthier model for working dads — and by extension, creating a fairer, more equitable work culture.
This tip is adapted from “I’m a CEO and a Working Dad. Here’s What I Wish I Did Differently.,” by Tim Allen

“Compassionate Leadership Is Necessary — but Not Sufficient,”

 Wed 16 Dec 2020

Leaders, Don’t Let Compassion Lead You Astray ! 

As a leader, you probably know how important compassion is — it creates stronger connections between people, improves collaboration, raises levels of trust, and enhances loyalty. But you can’t let empathy be a barrier to necessary actions, such as giving tough feedback !
When a team member is under-performing, the most compassionate thing you can do is be direct and transparent.

If you conceal your concerns in an attempt to be kind, you're setting the person up for confusion, disappointment, and failure. If you find these kinds of conversations difficult, challenge yourself to have one direct and assertive interaction each day. And always check your intention. Are you meeting the needs of both your organization and your employees to the best of your ability?

Or are you shirking one for the other? Leadership often requires you to push unpopular agendas and make decisions that disappoint people. Accept these responsibilities as part of your job, and don't beat yourself up for needing to make a difficult call from time to time. Your goal should be to make the right decision, no matter how difficult, humanely.
This tip is adapted from “Compassionate Leadership Is Necessary — but Not Sufficient,” by Rasmus Hougaard et al.

Document Your Team’s Unwritten Rules !

 Wed 04 Dec 2020
Tip on Team work and culture

Document Your Team’s Unwritten Rules !

Every workplace has unwritten rules — the unstated cultural and emotional norms that dictate what’s acceptable on your team or in your company. But is everyone aware of them?

(1) Do they know if it’s okay to turn off their video during a Zoom meeting? Or to go for a walk in the middle of the day? During stressful times it can be helpful for everyone to know exactly what your norms are. So write them down.

(2) Set aside time for you and your team to brainstorm an “It’s okay to…” list to clarify the small uncertainties that can add unnecessary stress.

(3) Your list can include things like "It's okay to say you don't understand a process," or, "It's okay to have quiet days."
(4) If your company has moved to remote work during the pandemic, you might want to refresh your list, including things like, "It's okay to shift your hours to take care of family commitments," or “It’s okay to block off calendar time for focused work.” Documenting these norms is a simple exercise that has positive benefits for new, tenured, and future employees — and allows you to reinforce your CULTURE  even when the nature of work changes.

This tip is adapted from “Write Down Your Team’s Unwritten Rules,” by Liz Fosslien and Mollie West Duffy

3 Tips for interactive & vibrant virtual trainings

 Thu 12 Nov 2020 

3 Tips for interactive & vibrant  virtual trainings ! 

What is it about giving a virtual presentation that feels so unnerving? One of the biggest issues is that you’re deprived of direct audience feedback — body language, eye contact, and the general sounds of the room. So it can feel like no one is listening — and who wants to present to an empty room? But you can still interact with your audience when presenting virtually. 

(1) First, use the chat function liberally, especially at the start. Consider kicking things off by posing a question and asking the audience to respond by typing a word or two. Read off some of the answers, crediting people by name if you can. This will help them feel more invested in what you have to say and will make you feel more like you're presenting to a live audience. 

(2) Next, try deploying rhetorical questions to simulate the back and forth of a conversation. You might ask, "Are you ready to try something new?" when introducing a new idea. Or, when presenting data, you could ask, "Do you notice this shift from low to high on the chart?" 

(3) You may even ask open-ended questions to encourage active participation with something like, "What trends do you notice on this chart?" While virtual presentations will never be the same as in-person interactions, you can still have a meaningful dialogue that will help you feel less anxious and more connected to your audience.

This tip is adapted from “Yes, Virtual Presenting Is Weird,” by Sarah Gershman 

4 Ways Men Can Support Their Female Colleagues — Remotely

 Fri 13 Nov 2020 

How Men Can Be Active Allies on a Virtual Team

The Covid-19 pandemic has disproportionately affected women’s careers: One in four are considering downshifting or leaving the workforce entirely due to the strain of the crisis. So how can men be an ally to their female colleagues right now — especially when working remotely? 

(1) First, be an active sponsor and advocate for women, and particularly women of minority or weaker sections . Talk about the great work they’re doing and the specific results of their efforts.

(2)  Next, ensure women’s voices are HEARD  in virtual meetings, passing the mic when you can. 

(3) And take a gender-equal approach to distributing mundane chores and administrative duties, which are disproportionately assigned to women and detract from more career-enhancing responsibilities. You can create a simple rotational schedule so that everyone takes turns doing things like creating the agenda, taking notes, and keeping a meeting on time. 

(4) And crucially, encourage the women you work with to say “no” if they’re being targeted with these kinds of assignments. We need to retain and advance talented women in the workforce — anything short of this commitment will undermine gains in gender equity.

This tip is adapted from “4 Ways Men Can Support Their Female Colleagues — Remotely,” by David G. Smith and W. Brad Johnson

PO0wer of Gratitude in motivating others

 Thu 26 Nov 2020 

POwer of Gratitude in motivating others 

Even though many of us have numerous occasions to feel grateful in both our personal and professional lives, we often miss out on opportunities to say thank you — especially at work. 

Failing to express gratitude is a missed opportunity. 

Research finds that it allows you to savor positive experiences, cope with stressful circumstances, and strengthen your relationships with colleagues. And sending a message of gratitude can also have powerful and long-lasting effects on the recipient, who will feel valued and motivated to help others. 

So send some thanks today — to colleagues, mentors, mentees, family, friends, or anyone who's helped you along the way. But don't wait another year to do it again! 

Whether you're a CEO or someone looking for your first job, think about incorporating gratitude into your daily, weekly, and monthly routines. It may make your journey, wherever you’re going, a little brighter.

This tip is adapted from “Be Grateful More Often,” by Francesca Gino

4 steps to Your Public Speaking Jitters,” by Allison Shapira

 Fri 20 Nov 2020

Nervous About Public Speaking? Try This.

Contrary to popular belief, confident public speaking isn’t about getting rid of your nerves. The secret is to reframe your anxiety as excitement. Here are four steps you can take before your next big speech or presentation.

(1)  First, take a few minutes to center yourself. Pause and breathe in through your nose and out through your mouth. 

(2) Next, ask yourself, "Why is this speech, this topic, or this audience important to me?" Say the answer out loud. 

(3) Then, visualize the entire presentation from start to finish … and be sure to imagine it going incredibly well! What's the best-case scenario? What did you do right? How did you carry yourself? How did you communicate the information? 

(4) Finally — and this is the easiest step — listen to a song that gives you a little boost. Pick one that brings a smile to your face and fills you with positive energy (no matter how corny). Practicing these rituals before every presentation will help you make use of your nervous energy instead of being thwarted by it.

This tip is adapted from “The Upside of Your Public Speaking Jitters,” by Allison Shapira

Support Your Team Through the Weirdness of This Moment

 Fri 11 Dec

Support Your Team Through the Weirdness of This Moment

Our personal and professional lives have collided during the Covid-19 pandemic, and nearly everyone is going through some sort of life disruption right now. It’s a new territory for many managers, who are trying to help team members navigate these transitions in a way that doesn’t upend their work lives. What role should you play at this time when employees may need you more than ever? First, provide a calm, empathetic perspective. Simply tell your people, "You will get through this," and remind them that big life changes always have a beginning, middle, and end. You might even encourage them to identify a ritual to mark the moment and signal that they're ready for what comes next. This might include taking a vacation, doing a digital detox, or embarking on a special creative project unrelated to work. Finally, encourage — but don’t pressure — team members to open up about their challenges. When people share difficult experiences, their blood pressure, heart rate, and other physiological functions rise in the short term, but then fall to below where they were before — and remain there for weeks. Solidarity and openness can be cathartic, so encourage this kind of closeness on your team.
This tip is adapted from “Managing Someone Whose Life Has Been Upended,” by Bruce Feiler

“How Do You Evaluate Performance During a Pandemic?,” by Lori Mackenzie et al.

 Mon 14 Dec 2020

Sift Out Bias from Your Performance Reviews

Figuring out how to fairly evaluate employee performance is tough in the best of times — and it’s even harder in the time of Covid-19. It’s critically important that managers don’t allow crisis-related biases to influence the performance review process.

 (1) Start by defining concrete and measurable criteria before beginning your assessment. What are the key responsibilities of the role, and how can you measure them?

 Watch out for hidden preferences. For example, criteria like “going above and beyond” or “being visible” can unfairly favor employees who aren’t juggling family responsibilities right now. 

(2) Next, ensure that everyone involved in making performance and compensation decisions is aligned and using the same standards. People across functions should be evaluated in similar ways, even if they have different managers.

(3)  Finally, to ensure consistency, you and your fellow leaders should make a pact to monitor each other’s language when discussing performance. If you notice a peer misusing criteria or being ambiguous in their evaluation, ask them about it. And of course, encourage them to do the same for you ! 

 It's on leaders to hold each other accountable, point out each other's blindspots, and move your organization closer to its goal of being fair and equitable to all employees.

This tip is adapted from “How Do You Evaluate Performance During a Pandemic?,” by Lori Mackenzie et al.

“3 Mistakes That Stymie Corporate Purpose Initiatives,” by Lisa Earle McLeod

 Infuse Purpose into Everything Your Company Does

Your organization’s purpose can be a slogan that gets slapped on a T-shirt, or it can be an effective north star to guide your employees. But there are three pitfalls that sink even the most well-intended purpose efforts.

 The first mistake is not having clear metrics to help you track whether you're actually fulfilling your overall goal. As you set out to achieve a big-picture purpose, identify at least one simple metric, even if it’s an imperfect measure, that will keep your team's work in check. 

The second pitfall is a failure to reinforce purpose with your sales team. 

 When the pressure to hit revenue targets intensifies, it’s easy to let a high-minded mission fall by the wayside. Make sure everyone in sales knows that delivering on organizational purpose is as crucial as hitting financial targets ! 

 The last mistake is missing the opportunity to inspire your employees. Make the purpose real for people by asking them some key questions: 

How does our work make a difference? 

How do we positively impact our clients, our team, and our community? 

What role do you play in delivering on our purpose?

 Encouraging people to identify their own connection to your purpose (versus telling them what it ought to be) will help you turn a corporate mantra into personal motivation.
This tip is adapted from “3 Mistakes That Stymie Corporate Purpose Initiatives,” by Lisa Earle McLeod

How to Manage an Overconfident Underperformer

 How to Manage an Overconfident Underperformer, or
" Managing an Underperformer Who Thinks They’re Doing Great "
( Dunning-Kruger Effect )
Mostly in organizations , under performers are over confident , unless they are in SALES , or marketing or business development ,  where everything is quantified and numbers speak !

Almost every leader has been in the uncomfortable position of managing someone who thinks their performance is terrific … when it’s not !
 If you fail to address the situation, the person’s work won’t improve !

(1)  So start by being clear about expectations, and pointing out specific areas to work on. Set aside some time to mentor, supervise, and constructively help your employee recognize their deficits. This doesn't mean micromanaging them — you’re making sure they have the resources and support to do their job.

(2)  Be discerning with praise. It's important to recognize their good work, but overstating their performance runs the risk of sending mixed messages.

(3) If your employee doesn't seem willing to accept support and continues to insist that they’re doing just fine, you need to ask yourself whether you want to continue investing in them.

(4) If not, consider reassigning their work to someone else. Sometimes reducing a person’s responsibilities can also help them become more successful.

This tip is adapted from “Managing an Underperformer Who Thinks They’re Doing Great,” by Liz Kislik

Don’t Self-Sabotage Your Way to Burnout

 Wed 02 Dec 2020

Don’t Self-Sabotage Your Way to Burnout

There are many causes of burnout — some are out of our control, but some we unknowingly inflict on ourselves. These self-sabotage traps may feel unavoidable when you’re in them, but the good news is that you can get yourself out by recognizing the unhealthy behavior and being proactive about making changes. For example, are you a people pleaser, willing to say yes to every request that comes your way? This behavior can be incredibly draining, so set boundaries, learn to say no, and protect your time and energy. Or are you a perfectionist, routinely feeling crushed by the pressure of your own standards? Be more forgiving of yourself, and practice valuing progress as much as you value getting it exactly right. Do you suffer from imposter syndrome, worried that you’re underqualified and trying to overcompensate? Regularly remind yourself of your biggest successes and the reasons why you are where you are. Self-sabotage manifests itself in different ways for all of us. So pay attention to how your thoughts, feelings, and behaviors are amplifying your stress, and know that you're not powerless — or alone.
This tip is adapted from “Is Self-Sabotage Burning You Out?,” by Kandi Wiens

“6 Tips to Write a Job Description That Attracts the Right Candidate,” by Whitney Johnson

Thu 06 Aug 2020

Write a Better Job Description

One of the ways that organizations miss an opportunity to attract top talent is by writing — or even recycling — lackluster job descriptions. Your goal is to attract and invite people to join your company, so the words you use matter. 

(1) Don’t over-inflate the qualifications for the role: You may end up discouraging good candidates from applying. 

(2) Avoid language that may seem normative or limiting to women or candidates of color. For example, research tells us that women are more hesitant to apply when descriptions include more typically masculine characteristics, such as “outspoken,” “competitive,” and “aggressive .” 

 (3) To check your unconscious bias, read your job description through a different lens. If you’re white, how might the job description read for a person of color? If you’re a driven, career person, would what you’ve written invite an applicant who needs to work from home?

(4)  Consider testing the job description with a diverse group of colleagues before you post it. This may reveal any blind spots. 

(5)  Finally, use language that reflects and promotes your corporate values. People want to feel energized and passionate about what they do, so show them that the job offers an opportunity to contribute to your company’s collective mission. 

(6) Rather than focusing on specific skills, you can use words like “high-performance creativity” and “optimistic” to describe the kind of candidates you want to apply. Hiring an individual whose values align with your organization is a win-win. It’s worth taking the time to craft a job description to invite those candidates to apply.

 
This tip is adapted from “Write a Job Description That Attracts the Right Candidate,” by Whitney Johnson

“How to Play ‘Friendly Hardball’ in a Negotiation,” by Michael Schaerer, Martin Schweinsberg and Roderick Swaab

 Play “Friendly Hardball” in Your Next Negotiation

In any negotiation, your goal is to get what you want while maintaining a good relationship with your counterpart. In reality, this can be a tough tightrope to walk. One technique that might help is to juxtapose what you can offer against the least your counterpart is willing to accept. In other words, you can ask something like, “How does my offer compare to your minimum price?” This may seem counterintuitive, but it can encourage the other person to make a less ambitious counteroffer, because they are reminded of the price that they were willing to settle for. It’s important to do your homework ahead of time and figure out the “bargaining zone,” or the area between your baseline expectations and your counterpart’s. If you make an offer without considering the bargaining zone, you’re unlikely to be successful, no matter how you frame that offer. 

Also, do your best to determine whether there are any preexisting offers on the table that might impact your counterpart’s walkaway price, and adjust your strategy accordingly. 

If your counterpart has more attractive other offers, your walkaway framing is less likely to work.

This tip is adapted from “How to Play ‘Friendly Hardball’ in a Negotiation,” by Michael Schaerer, Martin Schweinsberg and Roderick Swaab

“Do You Have a Life Outside of Work?,” by Rob Cross

 Thu 20 Aug

Be Intentional in Small Moments
It’s often in small moments that we make and find meaning. So if you want to live your life with a little more purpose, one thing to do is to pay close attention to how you engage with others. Show your colleagues that you believe in them. Take time to understand their aspirations, and do what you can to uplift them. Make purpose a regular part of your conversations: Talk with people about how you want to live your life — and ask about how they want to live theirs. And use difficult moments to forge stronger ties. In any relationship, you will have conflicts and disagreements, but during these tough times, you can show your ability to empathize and recognize new possibilities. This will help you build stronger connections with the people in your life and further fuel your own sense of purpose.
This tip is adapted from “Do You Have a Life Outside of Work?,” by Rob Cross

Juggling Work and Kids… in a Pandemic,”

 13 Aug 2020

Set Clear Boundaries When Working From Home

Balancing work and family has never been easy, but the global pandemic has led to a whole new set of challenges. If you’re struggling to be productive, consider setting boundaries for yourself and your kids. For example, you can make it clear to your family when you’re on and off the clock, trying to stay out of your office area during your “home” time. If something urgent comes up (and it will), be transparent with your family about why you’re putting in the extra hours and apologize. You don’t want your kids thinking that you’re choosing work over them. To avoid interruptions, consider posting signs by your work area. A red sign might mean you can only be interrupted if there’s an emergency. Yellow could signal that a brief interruption is okay if it’s urgent. And green says that they can come in and maybe work alongside you quietly, but not distract you. Having clear boundaries can make the impossible circumstances that many parents are working under a little bit more manageable.
This tip is adapted from “HBR Readers on Juggling Work and Kids… in a Pandemic,” by Harvard Business Review Staff

Face Career Uncertainty with a Plan

 Thu 03 Dec 2020

Face Career Uncertainty with a Plan
Uncertainty can make us cling to the familiar, especially when it comes to our careers. But it’s also an opportunity to expand our mindsets and explore new avenues for growth. Start by imagining a wide range of possible futures — even ones that may seem intimidating or downright terrifying. If you’re looking for work, for example, consider planning for a future in which you’re unemployed for twice as long as you expect, or one in which your spouse also loses their job. These possibilities aren’t fun to think about, but knowing how you’d handle them will make you feel more secure, prepared, and confident. On the flip side, imagine your best possible future, challenging any assumptions like “I’m just not cut out for management.” Think beyond your past experience and outside of your current industry to explore new arenas and emerging trends. Next, identify and develop the skills that are most relevant to your future. Take classes, reach out to friends and mentors for advice, and try to practice these skills in your current role, even if they're not part of your job description. Finally — and most importantly — start small. Break down big, long-term goals into small sub-tasks that you can knock out in a day or two. There's no running away from uncertainty. You might as well face it with a plan.
This tip is adapted from “5 Strategies for Reinventing Your Career in Uncertain Times,” by David Lancefield and Dorie Clark

“Transgender, Gender-Fluid, Nonbinary, and Gender-Nonconforming Employees Deserve Better Policies,” by Lily Zheng

 Thu 10 Dec 2020

Create Policies that Support People of All Genders

We’re in the midst of a fundamental transformation in how society thinks about gender. But workplaces aren’t always keeping up, and many policies, even well-intended ones, often reinforce gender stereotypes. Here are three ways you can support transgender, gender-fluid, nonbinary, and gender-nonconforming employees. First, reexamine HR and hiring practices. Rather than asking individuals to self-disclose as either male or female, make space for those in between or outside the binary. And respect a job candidate’s pronouns from your very first interaction. Next, rewrite your company’s dress code. Remove gendered language and use greater specificity when describing acceptable attire. Frame your rules in terms of functionality or legitimate business purposes (e.g., safety, easy identification of employees, or branding). And finally, make gender-transition policies flexible, placing agency in the hands of the employee rather than dictating a one-size-fits-all process. Make transition-related resources available to any employee, no questions asked. If you want your company to be truly inclusive, you must ensure quality of working life for employees of all gender identities and expressions.
This tip is adapted from “Transgender, Gender-Fluid, Nonbinary, and Gender-Nonconforming Employees Deserve Better Policies,” by Lily Zheng

“5Strategies for Better Group Decision-Making,” by Torben Emmerling and Duncan Rooders

 Mon 28 Sept 2020

Make Better Group Decisions

When you have a tough business problem to solve, you probably bring it to a group. But there are risks to asking a team to collectively make decisions — namely, groupthink.
 Fortunately, there are behavioral science-based tactics that can help overcome the downsides.
(1) First, keep the group as small as possible. Having more voices in the room increases the likelihood that you’ll default to decisions that enforce the status quo.
(2)  Next, make sure your group is diverse — in every sense of the word — in order to reduce bias.
(3)  Try appointing a “devil’s advocate,” a person whose job is to test consensus.
(4) Watch out for blind trust in experts: While they can help you become more informed, making them part of your decision-making can sway your team’s judgments. So you might invite them to provide their opinion on a clearly defined topic, but position them as informed outsiders.
(5)  And finally, make sure that the group shares collective responsibility. Everyone should feel accountable for the decision and its outcomes.
This tip is adapted from “7 Strategies for Better Group Decision-Making,” by Torben Emmerling and Duncan Rooders

“5 Principles to Guide Adaptive Leadership,” by Ben Ramalingam et al.

 Mon 21 Sept 2020

Adapt Your Leadership for a Crisis

Leaders facing today’s level of uncertainty need to be ready to quickly adapt. But how can you move an organization forward in the face of unpredictability, imperfect information, and multiple unknowns?
(1)  Start by prioritizing evidence-based learning. Define key metrics that will determine success or failure, and set a clear process for collecting relevant data.
(2)  Then stress test your underlying theories, assumptions, and beliefs by simulating possible future scenarios.
(3) Next, make sure you’re transparent about who is making decisions, what’s the basis  those decisions, and which possible RISKS are at play.
This way you’ll create an environment of candor, psychological safety, and mutual trust that will ultimately help you avoid making decisions that are too safe or risk-averse.

(4) Finally, mobilize collective action. Responding to a crisis often requires behavioral change at a group level.

(5) Emphasize coordination, partnership, and dialogue to make sure that everyone is ready to move forward in the same new direction.
This tip is adapted from “5 Principles to Guide Adaptive Leadership,” by Ben Ramalingam et al. 

Help Your Boss Understand Your Family Commitments

 Thu 24 Sept 2020
Help Your Boss Understand Your Family Commitments

When trying to balance work and family, it helps to have a supportive and understanding boss. But what happens if yours isn’t either of those things? First, brush up on your employee benefits: What are you entitled to in terms of paid leave, child care accommodations, and alternative work arrangements? You may have some rights that you aren’t aware of. Next, if you trust your boss, have a one-on-one conversation in which you’re honest and transparent about the demands on your time. It’s possible that they just don’t understand all of the commitments you're juggling. Also, exhibit empathy for your boss — the same way you want them to exhibit empathy for you. It’s not easy being a manager right now, and you may not be aware of some of the challenges they’re facing. Finally, have a plan (or a few plans) ready to pitch. They’re more likely to say yes to a concrete proposal. Getting your boss to understand and support your needs comes down to clear, honest, and frequent communication. If you’re willing to initiate that dialogue, you’ll be more likely to get the support you’re looking for.
This tip is adapted from “When Your Boss Doesn’t Respect Your Family Commitments,” by Rebecca Knight

3 tips fo time management

 

Self-discipline is hard. Try these three tips to make your work more efficient every day:

Get three things done before noon. Statistics show that the team ahead at halftime is more likely to win the game. Enjoy your lunch knowing that you accomplished at least three tasks in the morning.

Sequence for speed. Break projects into parts. Take on the longer pieces at the beginning and make sure each subsequent part is shorter. If you leave the longest parts for last, you are more likely to run out of steam before the end of the day.

Tackle similar tasks at the same time. The mind thrives on repetition. You can build momentum by taking on similar projects at the same time.

Maintain Your Integrity When Making Tough Decisions ( 3 pronged approach )

 Management tip 19 / oct / 2020

Maintain Your Integrity When Making Tough Decisions

Every leader faces complex, subjective decisions, such as who to promote into a critical role, whether to do layoffs during a downturn, or how to handle employee misconduct. When there are no easy answers, one option is to consider the problem along three dimensions:
(1) the ETHICS  (what is viewed as acceptable in your organization or society), (2) MORALS  (your internal sense of right and wrong), and the (3) responsibilities associated with your specific role. Thoroughly interrogating the problem and possible solutions in this way will help you come to a decision and clearly articulate your reasoning.

Step 1 :
Start by clarifying your personal worldview: What do you stand for, and does that align with what your organization stands for?
Step 2 :
Next, ask yourself if there’s a path forward that ALIGNS  along all three dimensions. If so, great!  If not, what are you willing to COMPROMISE  ( among ethics, morals and responsibilities ? (
Step 3 :
Once you’ve made the tough call, do some self-reflection. Which values did you give precedence to? Why? And at whose expense? This kind of soul-searching is challenging, but it will also prepare you for the next hard decision you face.
Courtesy : Harvard Business Review

Regain a Sense of Control during Covid (When Everything Feels Out of Control)

 Wed 23 Sept 2020


Between the health risks of the coronavirus, the economic stress of the recession, social distancing, and mandatory work-from-home arrangements, so much of our lives feel out of our control right now. Research shows that anything you can do to restore your sense of autonomy — even in small ways — will help you be more resilient. Here are a few tips. First, if you’re working remotely, set up a comfortable and personal workspace. You might define a clear boundary between “work” and “home” by telling yourself: When I’m in this room or wearing these headphones I’m “at work.” Also, identify and embrace the perks of working at home. For example, if you no longer have a long commute, you can choose how you’ll spend that time — whether it’s getting an extra hour of sleep, being with your family or friends, or even delving into a new hobby. (Just try to resist the temptation to spend that time working.) You can also reclaim control over your body and mind by prioritizing self-care. Investing time and attention in your own well-being is crucial during stressful times. While the pandemic’s closures and restrictions may dictate many aspects of your life right now, how you customize your environment, spend your time and treat yourself is up to you.
This tip is adapted from “Restore Your Sense of Control — Despite the Pandemic,” by Eric M. Anicich et al.

“The Best Managers Balance Analytical and Emotional Intelligence,” by Melvin Smith, Ellen Van Oosten, and Richard E. Boyatzis

 Thu 23 July 2020

Balance Your Analytical and Emotional Intelligence

Solving big problems and making critical business decisions often requires you to activate different parts of your brain: (a) the analytic network, which helps you solve problems and make decisions, and (b) the empathic network, which enables you to scan an environment and be open to new ideas.

 To learn how to toggle between the two, start by figuring out which network is your “Default Mode ”.
 Are you more likely to focus on concrete facts and probabilities? ( analytical )
 Or do you tend to reflect more on your emotions and the emotions of those around you? ( Empathetic )

Practice exercising the neural network that isn’t your default !

(1)  For example, you can develop your empathic network by spending 15 minutes each day in a conversation where you’re focused on understanding the other person, NOT solving their problem !

(2)  To work on your analytic network, you might schedule specific time periods to complete certain tasks and then hold yourself accountable, even if you don’t have firm deadlines.

The more you practice each of these mindsets, the more flexible and dexterous you’ll be as a manager — in any situation that arises !


This tip is adapted from “The Best Managers Balance Analytical and Emotional Intelligence,” by Melvin Smith, Ellen Van Oosten, and Richard E. Boyatzis

“The Downside of Flex Time,” by Maura Thomas

 Fri 24 July 2020

Set Clear “Communication Hours” For Your Team ( Work From Home )

When your team is working remotely — and possibly on different schedules — people can feel like they’re expected to be online all the time. But this lack of distinct downtime isn’t good for you or your team.
As a manager, it’s your responsibility to establish communication norms while encouraging people to continue to work flexibly as needed.
(1) Define clear “communication hours,” for example, from 8 a.m. to 6 p.m., when team members are expected to check and respond to messages. Outside of those hours, encourage them to change their settings to “Do Not Disturb” and to send messages using the schedule feature of their email.
(2)  Develop a plan, such as calling or texting, for urgent or time-sensitive communication outside of these hours. This way, people can comfortably shut off other channels, like email or Slack. Plus, the act of calling or texting a teammate is likely to make the sender pause and think, “Do I really need this person now, or can it wait until tomorrow?”
(3)  An “always-on” culture isn’t sustainable, and these boundaries allow team members to set their own hours and not feel like they have to accommodate everyone else’s schedule.
This tip is adapted from “The Downside of Flex Time,” by Maura Thomas

“Every Leader Needs to Navigate These 7 Tensions,”by Jennifer Jordan, Michael Wade, and Elizabeth Teracino

 Leaderhip Tip
Adapt Your Leadership Style to the Situation at Hand

There isn’t a uniform leadership style that works for everyone all the time. You may need to adjust your style based on the people you’re managing, the context in which you’re leading, or the external pressures you’re under.

 Some situations call for a more directive style, while others call for a more open-ended approach. Sometimes you need to stick to the plan, while at other times it’s best to adapt on the fly. To navigate this, develop a portfolio of micro-behaviors that you can employ depending on the situation at hand.
(1) Start by understanding your natural tendencies. What’s your default leadership style? What’s your comfort zone? If you’re not sure, get feedback from others.
(2) Then learn, adjust, and practice. Formal coaching can help — whether it’s by another person or even an AI coaching bot. (3) Finally, work on your emotional intelligence and contextual awareness skills. This can be tricky, but if you’re wondering which style is right for a given moment, trust the people around you to give you feedback.

 Developing the dexterity to move between different leadership styles is extremely challenging, but it can be achieved, with focused efforts.
This tip is adapted from “Every Leader Needs to Navigate These 7 Tensions,” by Jennifer Jordan, Michael Wade, and Elizabeth Teracino

Make Mindfulness Part of Your Routine

 Make Mindfulness Part of Your Routine
From less stress to better decision making, many of us know about the benefits of mindfulness, but it’s not always easy to sustain the habit over time. To make it a part of your routine, commit to a regular, non-negotiable time for your practice. Try finding a community, rather than going it alone. Practicing mindfulness in a group, whether it’s with family, friends, or colleagues, provides accountability and solidarity. As with any skill, working with an instructor will help you stay disciplined and develop new techniques. But don’t expect linear progress. Our minds can have a hard time quieting down, and sometimes giving them the space to roam freely only dials up the volume on irritating memories or thoughts. The trick is to see those as signs that you're on the right track, not that you should throw in the towel. Consistent practice is essential to reaping the benefits of mindfulness. You have to do it regularly, including when you don’t feel like it, so that over time your easily distractible mind learns to rest in open awareness.
This tip is adapted from “Make Mindfulness a Habit,” by Matthias Birk

Set Up Virtual Office Hours for Your Team

 Mon 08 June 2020
Set Up Virtual Office Hours for Your Team
Employees often rely on informal conversations with their boss to stay up to date on important decisions and information. If your team is newly remote, you can recreate these opportunities by setting up virtual office hours. This might be an hour each day during which you invite your team members to join you on a video conference so you can address small questions or concerns. When one person joins, you can lock the meeting and have others wait in an online waiting room — the virtual version of shutting the office door. (Of course, for more in-depth conversations, ask people to schedule a meeting.) Carving out dedicated time to deal with the daily flurry of small issues will help your team feel seen and heard, even from afar.
This tip is adapted from “How Managers Can Support Remote Employees,” by Sabina Nawaz

Realpoliik : How to Manage Someone Related to a Company VIP !!

 How to Manage Someone Related to a Company VIP

It can be really daunting when you get assigned a direct report who’s related to a top executive at your company. In theory, your team member’s relationships shouldn’t affect how you work together — but in reality, you need to navigate the situation carefully to avoid perceptions that (a) you’re favoring the employee or  (b) being unduly harsh , just  to prove you’re not biased !  
(1) Start by being as open as you can with your direct report about any concerns you might have, and invite them to do the same. They might be experiencing their own problems, such as team members who walk on eggshells or want favors from them. Building this trust will help you develop an authentic relationship.
(2) Next, be sure that you use objective performance measures and clearly communicate how you will assess success. This clarity will benefit everyone on the team.
(3) And finally, keep in mind that others, from your boss to your team members, may want to tell you how to work with this person based on their own self-interest ! 

 While you should listen to their feedback with respect and openness, you don’t necessarily need their approval. Following these strategies will help you become an effective, confident boss while successfully navigating a politically sensitive situation.

This tip is adapted from “How to Manage Someone Who’s Related to the Boss,” by Nihar Chhaya

Covid Lock Down Is an Unprecedented Opportunity to Hire Great Talent,”

 Tue 26 May 2020

Invest in Talent Now

As strange as it may seem, the current crisis may be a great time to hire top talent. There are an unprecedented number of people looking for work. If your company has the resources to hire, set up a task force to source potential candidates who may now be looking for work or open to a change. Ask your colleagues whether there are any vendors, advisors, clients, or previous job candidates that they’ve been keeping an eye on, then check in with those people to gauge their current job status. Interview and check references virtually with the same rigor you would in person. Once you’re convinced that you have the opportunity to bring in someone who’s a good fit, learn what motivates them. It’s not always pay — sometimes people are looking for a flexible arrangement or a high level of purpose or autonomy. Arrange to have your candidate speak to senior leaders who can share their vision for the organization and describe the value they hope to build with the new hire. Investing in talent now will help you lay the groundwork for future growth.
This tip is adapted from “Now Is an Unprecedented Opportunity to Hire Great Talent,” by Claudio Fernández-Aráoz

“You’re Not Powerless in the Face of Uncertainty,” by Nathan Furr

 " Reframe Challenges to Cope with Uncertainty "
We are all dealing with unprecedented — and seemingly endless — uncertainty right now. While you may not have as much clarity as you’d like, you can avoid feeling disoriented by developing your “uncertainty capability” and reframing your outlook on the unknown. Some common reframes include:

  (1)  Learning. Ask yourself what you can learn from the situation rather than automatically viewing it as a setback.
  (2)   Games. Remember that you win some and lose some.
   (3)  Gratitude. Recognize what you already have and are thankful for.
   (4)  Randomness. A lot of life is random. What happens to you isn’t always your doing.

Without a clear end to the pandemic in sight, it’s important that we develop and sustain a healthy relationship with the things we can’t know and can’t control. These shifts in how you think about uncertainty will help you build resilience and a positive outlook.
This tip is adapted from “You’re Not Powerless in the Face of Uncertainty,” by Nathan Furr

“Graduates of Elite Universities Get Paid More. Do They Perform Better?,” by Vasyl Taras, et al.

 Thu 17 Sept 2020

Hire for Competency — Not Degrees

 
When you’re facing down a large pile of resumes, it may be tempting to default to candidates who went to a more prestigious college or university. While research shows that these candidates may slightly outperform their peers in some dimensions, the data also shows that they can be more expensive to hire. So how do you figure out whether the extra cost is worth it?

 

 You should consider the candidates’ potential value for your firm — but ultimately their fit for the position is the most important. To determine this, test for the technical and interpersonal competencies needed for the job. And remember that any modest advantage stemming from university rank may also be mitigated by on-the-job training. While it may be an unsatisfying answer, the best hiring practice is to make decisions on a case-by-case basis — not to uniformly overvalue university pedigree.

This tip is adapted from “Graduates of Elite Universities Get Paid More. Do They Perform Better?,” by Vasyl Taras, et al.

“3 Tips for a Smooth Transition into Retirement,” by Manfred F. R. Kets de Vries

 Fri 09 Oct 2020

Prepare for the Emotional Transition to Retirement

When it comes to retirement, most of us focus on our finances: How will we sustain our life without a steady income?

 But it’s equally important to consider the emotional side — before you reach retirement age. How can you set yourself up for a smooth transition?

(1)  Close relationships are the biggest predictor of happiness, so invest in your relationships with family and friends. And as you approach the end of your career, create networks beyond the office through things like volunteer work in your community, hobbies that involve partners or groups, or mentoring budding entrepreneurs or others in your field. 

You can also take on part-time or interim work as a consultant or a board member for companies or nonprofits. While navigating these options may seem daunting, it’s well worth the time and effort to plan ahead for how you’ll remain engaged, fulfilled, and connected as you enter this new chapter of life.
This tip is adapted from “3 Tips for a Smooth Transition into Retirement,” by Manfred F. R. Kets de Vries

“How to Brace Yourself for Disappointment,

 Mon 09 Nov 2020

Should You Prepare for Disappointment?
( Emotional Intelligence / Stress Management )

Waiting for big news is extremely hard. Whether it’s a job interview or a grad school application, or yes, even election results, it can be hard to avoid contemplating the worst possible outcome. So, how should you prepare for these pivotal moments?

(1)  Start by asking yourself if you've done ALL you can  ? To affect the outcome.
If not, worrying can compel you to take meaningful action toward your goal !

(2)  But if there's NOTHING left to do, then worrying won't help much.
At that point, you might think through what you'll do in the worst-case scenario and gather whatever resources you need, such as social support, to make it through.

(3) But you don’t have to dwell on the negative: It's okay to hope too. As long as you temper your confidence, a dose of optimism can help lighten your mood. Once you've done EVERYTHING you can to prepare, distract yourself.

Whether it’s a silly movie, or a long run, or practicing mindfulness, sometimes distraction is the best medicine.
This tip is adapted from “How to Brace Yourself for Disappointment,” by Amy Gallo

“You’re Delegating. It’s Not Working. Here’s Why.,” by Sabina Nawaz

 Fri 27 Nov 2020

Management Tip
Delegate Like a Boss !!

Often, you delegate a project to subordinates and it doesn't get done on time ! Why ?

You might be either too involved, or not involved enough !
(1)  If you jump in too early after delegation, your colleague never has the opportunity to take ownership. Don't !

(2) On the flip side, you need to provide enough guidance to set the person up for success. So think of yourself as a COACH, and ask open-ended questions, such as,

“How would our chief competitor respond to this strategy?”

Another reason your attempts to delegate may fail is because the recipient lacks initiative or follow-through.
 In this case, make sure you’ve clearly communicated your expectations.
 
(3) You might share a one-page document that lists top priorities, signals the kind of work you plan to reward, and provides accountability.

(4) Finally, be careful about your expectations around timing !
 You might think a task is “quick,” but you probably didn’t think so the first time you were asked to do it ! 

 So ask the other person for a time estimate, and if it doesn’t sound right, ask about their process. Having this conversation early on will help the two of you get on the same page and will save you a headache down the road.
This tip is adapted from “You’re Delegating. It’s Not Working. Here’s Why.,” by Sabina Nawaz

Be Yourself, but Don’t Overshare

 Mon 21 Oct 2013


Be Yourself, but Don’t Overshare

A rise in team-based workplaces has heightened the demand for managers who are “authentic” and “instantly intimate.” But sharing your thoughts, feelings, and experiences at work can sometimes backfire. Here are a few pointers for effective—and authentic—self-disclosure:

    Consider relevance. Before sharing personal information, ask yourself if it’s germane to the situation. Make sure it contributes to the overall goal of building trust and engendering better collaboration.
    Understand the context. Some societies are more inclined than others to disclose personal information. Investigate regional and organizational norms about sharing so that you’ll know when it’s best to keep quiet.
    Delay or avoid very personal disclosures. In some workplaces, you will eventually find it safe and helpful to share; in others you’ll realize it’s unwise to do so.

( Hyd lo roju anthaa nidra pOyaanu, due to sleepless night on 20 Oct Sunday . I got up at 7 pm , took a sleeper bus to Anakapalli . I was lucky to get a sleeper coach . Smoking valla nidra lemi . It snowballed into a big viral fever which led me to quit smoke for 40 days )

What to Do When an Employee Cries at Work

 Tue 15 Oct 2013

What to Do When an Employee Cries at Work

Given how much time we spend at the office, it’s inevitable that people will occasionally get emotional in the workplace—for personal or professional reasons. Many managers are uncomfortable with emotional behavior, but instead of ignoring your employees’ tears, respond with these practical tips:

   (1)  Let the tears flow. Your first instinct should be to help. Be comforting and offer a tissue. It’s not unprofessional to cry, it’s human.
   (2)  Keep your responses simple. Focus on the employee and resist the temptation to tell a story of your own. Don’t push a person to tell you what’s happening if he doesn’t want to talk about it.
   (3)  Make a specific plan for handling the situation going forward. Can you temporarily reduce her workload? Can you set up regular check-ins to monitor the situation and how it’s affecting her work?

( ee time lo , cigaret lu traagaDam valana ratri antaa nidra paTTEdi kaadu . pagalu antaa nidra poyye vaaDini . I joined OD intervention work too . 25 Oct lo peak ayi, viral fever vacchindi . immune system debba tini . 40 days  cigarttes maanesaanu . After that, idigo ippaTi daanka maana leka pOyaanu . I lost Sunny )

3 Simplifying Tips to Increase Productivity

 Tue 22 Oct 2013

3 Simplifying Tips to Increase Productivity

All organizations are slowed down by unnecessary behaviors that choke productivity. These practices can help you clear some of it away:

    (1) Pick up the phone.
 An email chain can be a useful reference, but it frequently takes more time to write an email than to have a conversation. Conversations can get your questions answered immediately and prevent future back-and-forth messages.

   (2)  Encourage streamlining.
Ask your employees: What meetings can we eliminate? What reports can we stop doing? What steps in a process can be removed? Let your team know that their suggestions won’t be taken as complaints but as creative ideas for improving productivity.

  (3)   Stop reviewing low-impact work.
It’s wise to thoroughly review documents being sent to potential clients, but not all work products are mission-critical. Tell your team that it’s their responsibility to ensure their own quality control — and that you trust them to do a great job.



Adapted from “To Simplify, First Clear the Underbrush,” by Ron Ashkenas and Lisa Bodell.    

Tailor Your Coaching to Specific Learning Styles

 October 25, 2013

Tailor Your Coaching to Specific Learning Styles

An effective coach meets people where they are. As you coach your employees to develop their skills or improve their performance, set them up for success by understanding how they learn best and adjusting your methods accordingly. Some people may prefer learning in the moment, through intense experience and goal-directed action. Others may favor retaining information reflectively, through sustained meditation and analytical thinking. Coaching will likely involve some combination of these two approaches. With people who prefer an active style of learning, for example, communicate dynamically and encourage on-the-job experiments. With reflective learners, communicate thoughtfully and allow adequate time for them to rehearse quietly on their own. By tapping into their preferred styles, you will engage employees more deeply and find an approach to learning they feel motivated to follow. As a result, they’ll make greater—and faster—progress toward their goals.

Adapted from The HBR Guide to Coaching Your Employees.    

( On this day I was in Vijayawada . Domkey was also there . I contacted HIGH FEVER . Was there for 10 days . I quit smoking on this day . For 40 days . And picked up on 06 Dec 2013 at Kolkota )

Disorder leads to creativity

 23 oct 2013

Don’t Tidy Up Before You Do Your Creative Thinking

Research participants in a room where papers were scattered on a table and the floor came up with 5 times more highly creative ideas for new uses of ping-pong balls than those in a room where papers and markers were neatly arranged, says a team led by Kathleen D. Vohs of the University of Minnesota. A disorderly environment seems to aid creativity by helping people break from tradition, order, and convention, the researchers say.

“Make Time for Growth Assignments in Your Daily Work,”

 Fri 11 Oct 2013

Make a Plan for Professional Growth

With the right strategies, even the busiest leaders can find the time for development. But to make that effort fruitful, you need to determine what types of development will increase both personal fulfillment and value to your firm. To come up with the right possibilities, try these techniques:

    (1) Look over your job description for activities that you would love to pursue, but haven’t gotten to yet.
    (2) Think about the dreams that you had for your current position before you started. What did you hope to accomplish?
    (3) Set up a lunch or coffee with people in similar positions, either at your company or at a different company, and ask how they invest in learning.



Adapted from “Make Time for Growth Assignments in Your Daily Work,” by Elizabeth Grace Saunders.

Avoid the “Soft Yes” ( persuasive skills )

 Thu 10 Oct 2013

Avoid the “Soft Yes” ( persuasive skills )

Saving “the ask” for the end of a presentation increases your risk of encountering the “soft yes.” This happens when executives get jazzed about a strategy, nod their head vigorously in support of it, but stop short of committing real resources. 

 

Avoid this scenario by making your resource request clear early — within the first 10 minutes of your meeting. Be specific. Then lay out the logic for the request and detail the metrics that leadership can monitor as they watch their investment.

 End your meeting by repeating the resource request. If you obtain verbal agreement, send a written summary to stakeholders to nail it down.

 Being clear in intent, consistent in your explanations, and persistent in getting formal agreement can ensure that you get the resources you need when you need them.

Adapted from “Avoiding the Soft "Yes,"” by Scott Anthony.

Making Eye Contact May Not Be Such a Good Idea when selling our product or idea .

 Research Fact :
 Making Eye Contact May Not Be Such a Good Idea when selling our product or idea .

Experiment ::
After gazing at the eyes of speakers who were trying to persuade them, research participants showed an average attitude shift of just 0.14 on a seven-point scale, compared with 0.6 if they had stared at the speakers’ mouths . This and another experiment show that contrary to popular belief, eye contact decreases the success of attempts at persuasion, at least in European clture.
Probable reason ? Basic Instincts !

 Because direct gaze has evolved in many SPECIES  to signal DOMINANCE , eye contact may provoke RESISTANCE to persuasion, the researchers suggest.

Research conducted by :  a team led by Frances S. Chen of the University of British Columbia in Canada.

First When Preparing for a Speech

 
First When Preparing for a Speech

When you’re giving a speech or presentation, it’s not your job to get the audience to like you. In fact, if the audience is paying too close attention to you, they may actually miss your message. Instead, focus on being present and staying attuned to your audience’s needs. From the moment you begin to prepare, think about who will be in the room. Each time you practice, maintain focus on your imaginary audience. The moment you catch yourself going into autopilot, stop and restart your sentence. And right before you speak, take a moment to breathe and look directly at your audience. Then begin with a “you” statement, e.g “Each of you in this room…” or “I want to share a story with you about the power of…” This immediately signals to your audience that you are there to help them.
This tip is adapted from “Do You Need Charisma to Be a Great Public Speaker?,” by Sarah Gershman

Find Daily Opportunities to Mentor Junior Employees

 Find Daily Opportunities to Mentor Junior Employees
Many companies have formal, hierarchical mentoring programs nested somewhere in their HR department. But evidence shows that these programs alone won’t sufficiently engage or develop junior talent. If you’re interested in mentoring, think about becoming a “mentor of the moment,” by seeking development opportunities in daily interactions. Check in regularly with junior colleagues. See how things are going and offer support or resources as appropriate. Ask questions about their development such as: “In a perfect world, what would you be doing in 10 years? How can I help make it happen?” When you observe a junior employee in action, make time to provide reinforcing feedback about what you found most successful and what you learned. This type of mentoring, while informal, often pays off big for organizations in terms of better retention and more loyalty and commitment among employees.
This tip is adapted from “Real Mentorship Starts with Company Culture, Not Formal Programs,” by W. Brad Johnson and David G. Smith

3 Tips to Get People to Actually Participate in Virtual Meetings

 Tue 17 March 2020

How to Encourage Participation During Virtual Meetings

It’s hard to get people to pay attention in meetings when everyone’s in the same room — let alone if they’re all calling in from home !! 

How can you get people to actually participate in a virtual meeting? 

(1) The key is to create structured opportunities for attendees to engage. Do something in the first 60 seconds to help participants experience the problem you want them to solve.

 For example, you might share statistics or anecdotes that dramatize the topic ! 

(2) Then assign people to groups of two or three and give them a very limited time frame to take on a highly structured and brief task. Be sure to give them a medium with which to communicate, like a Slack channel. If you’re on a virtual meeting platform that allows for breakout groups ( Such as Zoom ) , use them liberally. Then ask the teams to report back. 

(3) Never go longer than five to 10 minutes without giving the group another problem to solve. The key is to set and sustain an expectation of meaningful involvement. 

Otherwise, your participants will retreat into an observer role, and you’ll have to work extra hard to bring them back.

This tip is adapted from “How to Get People to Actually Participate in Virtual Meetings,” by Justin Hale and Joseph Grenny

“Don’t Just Memorize Your Next Presentation — Know It Cold,”

 Thu 05 March 2020

You Can’t Over Prepare for a Presentation

" Writing a speech or presentation is challenging, and memorizing it takes even more time and effort. But whether you’re speaking at a conference, setting a direction for your team, or persuading upper management to green-light an idea, it’s important to know your presentation cold.

(1) Transitions can be especially tricky, so break your talk into sections and REHEARSE  the SHIFTS  between the sections. Note any troublesome segues and practice them repeatedly.

(2)  Then, spend time each day MEMORIZING your speech. You might consider recording  and listening to it whenever you’re driving, exercising, or running errands. Or you can rehearse a portion of your script right before bedtime or multitask as you brush your teeth.

(3) Finally, have a plan for any slip-ups. Prepare two or three go-to phrases, such as, “Let me refer to my notes,” or “I’m struggling to remember my next point. Let me take a moment and step back.” The lapse will be less awkward for everyone when you don’t panic and do what you need to move on.

This tip is adapted from “Don’t Just Memorize Your Next Presentation — Know It Cold,” by Sabina Nawaz