Want to Create an Equitable Workplace? It’s the Small Decisions That Add Up

  Fri, 15 Nov 2019
Want to Create an Equitable Workplace? It’s the Small Decisions That Add Up

When it comes to eliminating workplace discrimination, we often focus on the big decisions — who gets promoted or who gets the biggest bonus — while overlooking the smaller ones.
 To create an equitable workplace, identify moments that you might not have thought of as decision points. Work backwards from pay, promotion, and performance criteria. 

What skills, knowledge, and experience do employees need? Then assess whether all employees have equal access. Pay attention to career paths, especially those roles where early judgments about performance determine access to future opportunities.

 Also, help employees take charge of their careers. Sometimes, disparities arise — or are exacerbated — because employees don’t know which opportunities are important. 

For example, a new investment banker who is a first-generation college graduate will need more guidance than someone whose parents were bankers.

 Don’t expect employees to figure it out on their own, advise them on what specifically they’ll need to accomplish in five or ten years.

This tip is adapted from “10 Ways to Mitigate Bias in Your Company’s Decision Making,” by Elizabeth C. Tippett

To Prevent Burnout on Your Team, Hold Each Other Accountable

Fri 25 Oct 2019

To Prevent Burnout on Your Team, Hold Each Other Accountable

We often talk about fighting burnout as an individual effort — something you do by yourself. But prioritizing health and well-being is easier when it’s done with a group. That’s why you and your colleagues should collectively tackle the challenge of managing your energy. Have each person write down a “resilience plan” of some health-prioritizing behaviors they can commit to. For example, you might get up from your desk at lunchtime for 30 minutes and go for a walk. Someone else might take a five-minute break after 90 minutes of work, or get at least seven hours of sleep every night. As team members put their plans into action, regularly check in as a group to share successes and setbacks and talk about the difficulties people experience. You might also pair people up as an additional form of accountability. Over time, these forms of support can help everyone do their jobs in a healthy, sustainable way.
This tip is adapted from “What Happens When Teams Fight Burnout Together,” by Tony Schwartz et al.

Don’t Let a Drawn-Out Job Search Get You Down

Thu 07 Nov 2019 

Don’t Let a Drawn-Out Job Search Get You Down
Looking for a job can feel like a roller coaster ride. One week you have interviews and you’re feeling hopeful — and then a month passes without any news. 

To make it through the process, you need to manage your emotions. Start by acknowledging that there will be ups and downs. Remind yourself that long waits, and the emotions they cause, are normal. Activities like mindful meditation and journaling can help you experience and sort through your feelings in a positive way. You may also want to enlist the help of a coach, therapist, or work group for support. 

If you’re unemployed, be sure to do activities that energize you, such as exercising or having lunch with a friend. And don’t take delays personally. If a contact hasn’t made the introduction that they promised, send a friendly reminder, but also think about their other priorities. Chances are, the person wants to help you — they’re just busy. This kind of perspective can mitigate negative emotions during your search.
This tip is adapted from “How to Manage the Emotional Roller Coaster of a Job Search,” by Rebecca Zucker

If Your Boss Doesn’t Have Influence, Connect with Higher-Ups Who Do

Thu, 24 Oct 2019

Today’s Tip 
If Your Boss Doesn’t Have Influence, Connect with Higher-Ups Who Do
A boss who is well connected in your company can be a great asset for your career. But having a manager who lacks influence doesn’t mean you can’t get ahead. Build your own connections by developing relationships with senior leaders. Identify people who would be good to know — maybe they can provide important information, or they’re involved in high-level decisions — and then find a way to connect. For example, you could introduce yourself to an executive after a meeting and share something that could be of value to them. Or consider getting involved in the projects and initiatives that the executive cares about. It’s especially important to form these relationships if your boss is unlikely to sing your praises to higher-ups. If that’s the case for you, you’ll need to stand out so that decision makers notice you. Try leading a committee, speaking up in meetings, overdelivering on a project, or suggesting a new method to increase productivity.
This tip is adapted from “How to Get Ahead When Your Boss Doesn’t Have Influence,” by Anne Sugar

New Leaders, Make Decisions Slowl

  Wed, 23 Oct 2019 

New Leaders, Make Decisions Slowly

" When you take on a leadership role, it can be tempting to prove yourself by making early decisions fast. But until you’re familiar with how things work in the company, you’re at risk of judging processes and people too quickly
. That’s why it’s important to manage your urge to “do something.” 
Instead of acting, focus on listening to, observing, and learning from those around you. 
Take notes about what you hear, paying attention to when your assumptions about the company or your team are right, and when they’re wrong. And make sure you talk to a variety of people. You may not know yet who’s a reliable source of information, so it’s easy to be overly influenced by one person’s or one group’s perspective. Once you feel confident about moving forward, use your new knowledge to select a critical area of focus for the year. This will help people direct their efforts and evaluate progress — both yours and theirs.
This tip is adapted from “Why New Leaders Should Make Decisions Slowly,” by Constance Dierickx

Balancing Career and Family as Your Children Get Older

Tue, 12 Nov 2019

Balancing Career and Family as Your Children Get Older

"Lots of advice for working parents focuses on when children are small, but there are new challenges that arise as they grow up. For example, when your kid enters school, the childcare arrangements you’ve come to rely on often get upended. Prepare for this transition by thinking ahead to (and budgeting for) the new arrangements you’ll need. For example, you may have to secure after-school and summer care months in advance. There will also be situations you haven’t had to deal with yet — snow days, early school dismissals, parent-teacher conferences — so have some backup options, whether it’s nearby family members or a reliable babysitter. You should also cultivate networks of support by getting to know fellow working parents who can share carpool or childcare duties. And develop allies in the office who support your efforts to integrate work and family. Without an effective support network, balancing the two is unlikely to get easier over time."
This tip is adapted from “How Being a Working Parent Changes as Children Grow Up,” by Danna Greenberg and Jamie J. Ladge

Reverse Mentoring programs

Fri, 08 Nov 2019
Reverse-Mentoring Programs Depend on Finding the Right Match

"Many executives worry about how to retain younger workers, get fresh perspectives on strategic issues, and stay current on new technologies. 
Reverse-mentoring programs, where junior staffers “coach” senior leaders, can help. But for these relationships to work, finding the right match is crucial. 
Pair people across regions, departments, and locations, both to avoid conflicts of interest and to emphasize diversity of backgrounds. 
Also try to match different personalities, such as pairing an introvert with an extrovert; it’s more effective than matching two extroverts, for example. Be sure to consult mentees before making the pairing formal, since senior leaders are selective about who they’ll be coached by. 
And make sure they have enough time (and enthusiasm) for the relationship to thrive. The top reason that reverse-mentoring programs fail is that executives don’t prioritize them. 
If a couple of sessions are canceled, the momentum quickly dwindles. Train younger employees in how to structure sessions well — the more executives benefit, the more they’ll want to keep the commitment." 
This tip is adapted from “Why Reverse Mentoring Works and How to Do It Right,” by Jennifer Jordan and Michael Sorell

When Expressing Gratitude, Don’t Focus on Yourself

  Thu, 28 Nov 2019
When Expressing Gratitude, Don’t Focus on Yourself
Practicing gratitude — making a deliberate point of being thankful for the positive things in your life — is good for your happiness and well-being. But when we express our gratitude to others, we have a tendency to talk about ourselves when we should be thinking about them. Often when we get help and support, we want to talk about how the favor made us feel: “It let me relax…” or “It makes me happy….” But expressing gratitude shouldn’t be all about you. Helpers want to see themselves positively and to feel understood and cared for. So the next time you thank someone, try “other-praising” instead. Acknowledge and validate your benefactor’s actions: “You go out of your way…” or “You’re really good at….” Doing so will strengthen your relationship with that person.
This tip is adapted from “Stop Making Gratitude All About You,” by Heidi Grant

How to Adjust to Working from Home

Mon 30 March 2020

Today’s Tip 
How to Adjust to Working from Home
When you aren’t accustomed to working remotely, it can be hard to adjust psychologically. To make the transition, take a disciplined approach to managing your day and develop a few rituals. Schedule a start and an end time for work. Take a shower, get dressed — even if it’s not your usual office attire — then get started on the day’s activities. If you typically move around a lot at work, build that into your day by taking brief walks outside or even around the house. If you’re an extrovert and accustomed to a lot of social contact, make sure that still happens. Ask yourself: “How will I protect myself from feeling lonely or isolated?” and make a plan. And focus on the positives. Think about what you enjoy about working from home, for example, playing music or being more flexible with your time. Remind yourself that even if it’s not your choice right now, working from home can be fun.

Help Your Team Make Better Decisions

Fri 24 Jan 2020 

 Help Your Team Make Better Decisions
" Every manager wants their employees to have good judgment. The good news is that judgment is a muscle that you can help your team build. 
Start by talking through how you make important decisions. 
Explain the criteria and stakeholders you consider, as well as any risks and trade-offs you assess. This will teach people how you think, help them understand company priorities, and demonstrate the FACTORS  you want them to consider when they’re making future judgement calls. 

Acknowledge that mistakes will happen, and that it’s okay.
 You need to let your team members make big or hard decisions on their own from time to time.
 Remind yourself of the mistakes that you made that helped you grow. 
And, be curious, not dismissive, when a team member makes a poor judgment call. 
Ask them questions that help you understand their thought process and push their thinking for the next time.

This tip is adapted from “Do You Really Trust Your Team? (And Do They Trust You?),” by Amy Jen Su

5 steps to grow - using feedback from colleagues

5 steps to grow - using feedback from colleagues . Professional Developement tip . 

" Do you get real value out of feedback? Sometimes professionals aren’t sure how to move from receiving it to using it to grow. 
To put your feedback into practice, take the following 5 steps. 

(a) First, TALK  it through with someone who is trustworthy, curious — and NOT  in a position to evaluate your performance. Ask them to listen carefully and help you sort through your thoughts. 
(b) Next, DRAFT a development plan. It should include a summary of the feedback, questions you have about it, the STEPS you’ll take to improve, and the help you’ll need. 
(c) Then SHARE  this plan with the people who gave you the feedback, and use the opportunity to ask your questions. Don’t debate or get defensive. 
(d) Next,  REVISE  your plan with their new input, and include how you will measure your progress. 
(e) Finally, start FOLLOWING  your plan, and CHECK  in with your colleagues every few months. 
With their help and your commitment, you can keep improving and advancing.

This tip is adapted from “6 Steps Leaders Can Take to Get the Most Out of Feedback,” by Jennifer Porter

When Hiring for Leadership Roles, Look Beyond the Obvious Candidates

Tue 15 Oct 2019 

When Hiring for Leadership Roles, Look Beyond the Obvious Candidates

When deciding who to promote into a leadership role, most executives look at how candidates have performed in their current job. But past performance isn’t always the best predictor of success.
 Individual contributors are usually measured on their ability, likability, and drive — but leadership demands other traits, including integrity and emotional intelligence. So don’t just promote your highest performer. Instead, think about what good leadership looks like at your company.
 Do you need people who can drive results? Bring everyone together? Listen and develop others? Innovate and evolve the business? 
Then think about who has the skills you’re looking for — and take another look at employees who “may not be ready.” Reconsider them on the basis of their ambition, reputation, and passion for your business. Sometimes the youngest, most agile people turn into capable leaders when given the chance.
This tip is adapted from “Hire Leaders for What They Can Do, Not What They Have Done,” by Josh Bersin and Tomas Chamorro-Premuzica

Managing Someone Who Sucks Up to You

Wed 09 Oct 2019 

Managing Someone Who Sucks Up to You

Is there someone on your team who sucks up to you? They’ll do anything to get your approval, from running every detail of a project by you to watching your favorite TV show. If one of your direct reports is overly focused on impressing you, take steps to set some boundaries. Don’t give the employee extra time or attention (even if they ask for it), and hold them to the same standards of performance as everyone else. If they spend too much time checking in and gauging your reactions to their work, guide them to make their own decisions. You should also schedule your one-on-ones and check-ins so that the employee doesn’t monopolize your time; this is particularly important if people in your office often drop in for ad hoc discussions. And assign the person to work with other leaders and teams when possible. This will take the pressure off the dynamic between you and give them chances to collaborate with others.
This tip is adapted from “Managing an Employee Who Wants to Impress You All the Time,” by Liz Kislik

Can Everyone Speak Up in Your Meetings?

Tue 08 Oct 2019 

Can Everyone Speak Up in Your Meetings?

If you want your culture to be more inclusive, start with the way you run meetings.
 Some employees don’t feel comfortable speaking up in meetings, or they’re likely to get interrupted when they do. That’s why leaders need to make sure everyone feels welcome. 
Send an email before the meeting that invites all attendees to be ready to share as well as listen. As people arrive, welcome them by name and make sure everyone has a (literal) seat at the table. Let people know they can speak honestly and offer dissenting opinions without fear of retribution. 
During the meeting, keep track of who’s talking — and who’s not. If someone hasn’t offered their thoughts, call on them and ask what they think about the topic at hand. And if someone is interrupted, step in quickly: “Wait a minute, I want to hear more of what Alejandra has to say.” Leading meetings this way creates room for everyone to contribute and sets a standard for respect across the group.
This tip is adapted from “To Build an Inclusive Culture, Start with Inclusive Meetings,” by Kathryn Heath and Brenda F. Wensil

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Losing Your Audience During a Presentation? Try This !

Mon 07 Oct 2019 
Presentation Tip 
Losing Your Audience During a Presentation? Try This ! 

You can tell when an audience has stopped listening to a presentation. Phones come out, people slouch in their seats, maybe someone dozes off. If you notice this happening during your talk, try a few techniques to grab people’s attention.

(1) Move around the room. 
It keeps audience members guessing where you’ll go next, which means their eyes are trained on you.
(2) Lower your voice, or even pause.
 Speaking in a monotone isn’t very engaging, of course, and neither is always speaking at the same volume. To regain attention, try speaking softly so that people need to focus in order to follow along, or using a well-timed pause to create suspense around what’s coming next.
(3) Speak faster or slower. 
When you change speeds, people take note: What’s different here? Why does this part sound distinct? And that means they’ll tune in to what you’re saying.
(4) Use a story or analogy.
 A real-world example can help people understand and relate to your topic, especially if it’s a technical one.
This tip is adapted from “What to Do When You’re Losing Your Audience During a Presentation,” by Dorie Clark

Managing an Employee Who’s Emotionally Needy

Wed 30 Oct 2019 

Managing an Employee Who’s Emotionally Needy

Some employees need more validation than their managers can give. When a direct report always wants you to say they did a good job, or is never convinced their work is good enough, it’s best to address the issue directly. Schedule a private meeting to talk to the employee — and be gentle, not harsh or dismissive. 
Show the person that you care about their well-being, and use concrete examples to explain how their behavior is affecting you, their work, or the team.
 Encourage the employee to think about why they seek so much reassurance and how to find healthier ways to meet their needs. For example, they might turn to friends outside the workplace or a mental health professional to talk through their emotions. 
And set boundaries for the future, being direct about what your limits are. Throughout the conversation and going forward, treat the person as if they are strong rather than fragile. Your goal is to give them the right amount of support — not to make them feel bad for wanting more.
This tip is adapted from “4 Ways to Manage an Emotionally Needy Employee,” by Ron Carucci

Do Your Company Norms Promote the Behavior You Want?

Do Your Company Norms Promote the Behavior You Want?

Every company has unwritten rules that dictate how people behave. Often these norms are so ingrained that leaders don’t even think about them — but unless you do, you risk creating a disconnect between how people think they should act and how you want them to act. Start by asking yourself what norms employees might hold in their heads.

 For example, what do people think the best way to get ahead is? Are they allowed to disagree with the boss in meetings? Then test your assumptions by asking employees what they think. (This may be easier if you aren’t the one asking.) Write down what you hear, and reflect on which norms help the company achieve its goals. If some norms don’t align with what leaders expect of people, figure out where the false perceptions come from, and then implement an internal communications plan to change them. Use management meetings, all-hands memos, and companywide addresses to get everyone on the same page.

This tip is adapted from “Why You Should Write Down Your Company’s Unwritten Rules,” by Karen Niovitch Davis

Feedback to subordinates

Wed 06 Nov 2019

Feedback Should Be Clear and Actionable, Not “Nice” and Vague

Many managers sugarcoat tough feedback, either to avoid retaliation or to protect employees’ feelings. But research shows that managers tend to overestimate how well employees understand “nice” criticism. 
To make sure your team members have the clear, actionable feedback they need to grow, do a few things. 
(1) First, give feedback more often. In addition to annual appraisals, use weekly or monthly check-ins, regular trainings, and in-the-moment comments to talk about employees’ work. The repetition will reinforce your message. 

(2) Second, avoid language that could obscure your meaning. For example, “likely” and “a real possibility” are phrases that don’t mean the same thing to everyone. Be SPECIFIC  in what you say. 

(3) Third, after you give feedback, ask employees to paraphrase what they heard, to ensure they understand it. Ideally, they’ll be proactive about asking questions when needed — but if they aren’t, neither of you gets what you need out of the conversation.

This tip is adapted from “Are You Sugarcoating Your Feedback Without Realizing It?,” by Michael Schaerer and Roderick Swaab

To Improve Your Employees’ Critical Thinking, Help Them Practice

Tue 05 Nov 2019 

To Improve Your Employees’ Critical Thinking, Help Them Practice

One important aspect of critical thinking is the ability to compare ideas clearly and succinctly. It’s a skill that, like any other, grows with practice. 
To help your employees get better at sorting through a range of information, give them informal opportunities to try. For example, after a client call, you could ask someone to tell you, in a few short sentences, what the takeaways were. 
Or, after a strategic planning meeting, you could ask someone for the pros and cons of the initiatives that were discussed. If the employee struggles to identify what’s important, try using a resource-constrained thought experiment: “If you could share only one insight with the CEO, what would it be?” or “If we had only $1,000 for this project, how should we allocate it?” You’ll know the person has mastered this skill when they can, on the spot, summarize a project’s key points and their implications for future work.
This tip is adapted from “A Short Guide to Building Your Team’s Critical Thinking Skills,” by Matt Plummer

If You’re Constantly Feeling Overwhelmed, Try This

Fri 01 Nov 2019 

Between work, family, and our personal lives, it’s no surprise that many of us feel overwhelmed a lot of the time. 
If your to-do list never seems to get shorter, step back and try a new approach.

 For example, consider whether certain tasks are stressing you out more than others. If so, focus on those first: Finish a big project as soon as possible, or break down a complicated goal into more manageable steps. You should also consider whether perfectionist tendencies are getting in your way.

 For each task, think about what “good enough” looks like, and be honest about whether spending more time on something will meaningfully improve it. (If not, take a breath and move on.) Finally, ask yourself which to-dos are truly a good use of your time — and then delegate those that aren’t.

 Could you send an employee to a meeting you don’t need to be at, or outsource meal preparation at home if you don’t like cooking? Thinking about how you’re using your time can help you use it more wisely.
This tip is adapted from “How to Deal with Constantly Feeling Overwhelmed,” by Rebecca Zucker

Should Big Decisions Be Based on Data or Your Intuition?

Mon 04 Nov 2019 

Should Big Decisions Be Based on Data or Your Intuition?

When making an important decision, should you trust your gut, or gather more information before deciding?
 There are two factors to consider.
(1)  The first is whether more data could actually help you pick the right option. If your company is considering a new product idea, for example, you can do market research and assess your competitor’s offerings — but that information won’t guarantee that people will buy your product. In a situation like this one, you may consider the data at hand and then rely on your gut. 

(2) The second factor is the context of the problem you’re facing. If successful mental models and schemas exist for this kind of decision, it’s probably a good idea to use them. On the other hand, if you’re trying to differentiate yourself from competitors who have followed those models, gut instinct may be the way to go. And remember: Intuition draws on the objective and subjective information you already know — so your gut feel is, to some extent, data-driven.

This tip is adapted from “When It’s OK to Trust Your Gut on a Big Decision,” by Laura Huang

Work Life Etiquette in times of Caro

Work Life Etiquette in times of Carona !

Greeting Each Other in the Age of “Social Distancing”

" In the age of Covid-19 and “social distancing,” many of us are re-negotiating our daily interactions with other people. In a professional context, that might mean foregoing a hand shake !

How do you navigate this potentially awkward situation?

(1) First, ACCEPT that it’s going to be uncomfortable. You may worry that you’re making a bad impression or sending an unfriendly message.

(2) Decide ahead of time what you’re comfortable doing, so you don’t end up following the other person’s lead.

You might try giving a QUICK WAVE before returning your hand to your pocket or simply putting your hand on your chest, and then saying something like, “I guess we’re not supposed to shake hands now.”

(3)Using humor — as long as it isn’t at anyone’s expense — can help defuse any tension.

(4) And avoid judging anyone for their choices about what they feel comfortable with. Do what you feel comfortable doing, and assume others will understand.

Courtesy : HBR

Managers: Don’t Emotionally Overextend Yourselves

Tue 04 Feb 2020 

Managers: Don’t Emotionally Overextend Yourselves

Leaders are often approached by employees for help with personal problems — and many are happy to oblige. But new research shows that providing emotional support to direct reports can be taxing and negatively impact your mood and performance. What does this mean for managers who want to help? First, recognize that helping employees with their personal issues may put you in a bad mood. This doesn’t mean you shouldn’t, of course, but be aware of the potential impact. And because negative emotions are sticky, the impact may bleed into your personal life as well. If you do offer assistance, follow up by asking if your help was beneficial. Knowing that you helped may protect and even improve your mood. You should refer employees in particularly distressing situations to professional counselors in the company or outside, especially if you don’t feel qualified to help. Both you and your employees may be better off in the long run.
This tip is adapted from “The Costs of Being a Caring Manager,” by Klodiana Lanaj and Remy E. Jennings

Adapt Your Leadership Style to Your Situation !

Tips on Flexible Leadership 
Thu 19 March 2020 
Adapt Your Leadership Style to Your Situation ! 

There’s not ONE leadership style that works for all CONTEXTS ! 
 For example, in some situations, it’ll make sense to TELL  people what to do, whereas ASKING  open-ended questions will work better in others ! 
 You might need to ADJUST  goals as new information emerges, or, under certain circumstances, STICK  exactly to the plan. You should ADJUST  your style based on the PEOPLE  you’re managing, the CONTEXT  in which you’re leading, and the outside PRESURES  you’re under. 
(1) To navigate tensions like these, you need a good deal of self-awareness.
 So understand your natural tendencies. What’s your default position
? Do you tend to be more of a traditional leader, or do you align with a more adaptive, fluid style?
(2)  If you’re not sure, get FEEDBACK  from others. Then learn, adapt, practice. The goal is to develop a portfolio of micro-behaviors you can employ when the situation demands you use a different style. 
(3) And look to your employees for signals on when it’s appropriate to favor one approach over another.

5 steps Leadership Communication during a Crisis !

Wed 18 March 2020 

5 steps Leadership Communication during a Crisis ! 
" Reassure Your Team During Uncertainty ! " 
" When the news is scary and the future is uncertain, many employees will look to managers for REASSURANCE  — even though you might not have the answers yourself ! 
(1) You can help by first finding your own sense of focus. Before you start communicating, take a minute to pause and breathe. Then put yourself in your audience's shoes. 
What are their concerns, questions, or interests? What do they need an immediate answer to? You might use language such as, “I know many of you may be thinking…” The quicker you can address what’s on their minds, the more likely you’ll be able to calm them down ! 
(2)  Seek out CREDIBLE  sources of information, and read fully before distilling it into clear, concise language. 
(3) You can confidently express doubt or uncertainty, while still maintaining authority. You might say, “Reports are still coming in, but what we understand so far is…”
(4)  Communicate frequently, even if you don’t have news to report, so that people know you are actively following the issue. 
(5) And provide tangible action items. Use language such as, “Here are the steps we are taking,” or “Here’s what you can do,” to demonstrate action.
This tip is adapted from “How to Reassure Your Team When the News Is Scary,” by Allison Shapira

Improve Your Business Writing !

Fri 17 Jan 2020 

Improve Your Business Writing ! 

Clear, relevant writing keeps people coming back for more. Complicated, dull writing does the opposite: People tune out, switch off, and stay away. 

So whether you’re drafting emails, reports, blog posts, tweets, or articles, make sure to write like a human, not a business.
(1)  Start by writing in the first person whenever you can. It feels personal and inviting. For example, “We’ll give you the clear, friendly home-buying advice you need,” is much warmer than “Humbert & Herbert is a residential estate agent offering customers friendly, clear, and straightforward advice.”

(2)  Don’t be afraid to start sentences with imperatives like “Get,” “Download,” or “Join.” It makes for clearer, more engaging writing — and it’s how we speak in real life. 

(3) Visualize your reader and write specifically for them. Warren Buffett famously writes his company’s annual letter with his sisters Doris and Bertie in mind.

(4)  Finally, read your writing out loud to weed out “corporate-speak.” If it sounds awkward to you, it’ll probably sound the same to your readers.
This tip is adapted from “Writing About Business (Without Being a Bore),” by Mike Reed

Communicate with Your Team During a Rapidly Evolving Crisis !

Mon 16 March 2020 
Communicate with Your Team During a Rapidly Evolving Crisis ! 

Keeping your employees informed during a crisis should be one of your top priorities as a leader. It’s your responsibility to stay on top of events as they unfold — especially if they’re evolving as fast as they are right now. 

(1) At the same time, beware of HYPE . News outlets often focus on what’s new, rather than the big picture, and they sometimes don’t distinguish between hard facts, soft facts, and speculation. 

(2) Think critically about the SOURCE  of the information before acting on it. Of course, employees have direct access to many sources of information too — but don’t assume they’re fully informed. It’s far better to create and widely share a regularly updated summary of facts and implications so you’re all on the same page. 
(3) And constantly REFRAME your understanding of what’s happening. Don’t hold off on disseminating plans just because they might change ! 
(4)  Create a living document, with a time-stamped “best current view,” and update it regularly, highlighting critical changes.
This tip is adapted from “Lead Your Business Through the Coronavirus Crisis,” by Martin Reeves, Nikolaus Lang, and Philipp Carlsson-Szlezak

“6 Steps Leaders Can Take to Get the Most Out of Feedback,”

Tue, 22 Oct 2019

How Leaders Can Make Better Use of Feedback

Do you get real value out of feedback? Sometimes leaders aren’t sure how to move from receiving it to using it to grow. 
To put your feedback into practice, take the following steps. 
(1) First, talk it through with someone who is trustworthy, curious — and not in a position to evaluate your performance. 
(2)Ask them to listen carefully and help you sort through your thoughts. 
(3) Next, draft a development plan. It should include a summary of the feedback, questions you have about it, the steps you’ll take to improve, and the help you’ll need. 
(4) Then share this plan with the people who gave you the feedback, and use the opportunity to ask your questions. Don’t debate or get defensive. 
(5)Next, revise your plan with their new input, and include how you will measure your progress.
(6)  Finally, start following your plan, and check in with your colleagues every few months. With their help and your commitment, you can keep improving and advancing.
This tip is adapted from “6 Steps Leaders Can Take to Get the Most Out of Feedback,” by Jennifer Porter

Stuck in a Mid-Career Rut? Get Help from a Mentor

Wed, 16 Oct 2019 

Stuck in a Mid-Career Rut? Get Help from a Mentor

Why do people get trapped in a mid-career rut? 
In some cases it’s because, after succeeding early on, they play it safe rather than continuing to take the risks that would help them advance. As a result, they feel stuck in the status quo.

 If this situation sounds familiar, don’t just hope things will change — get help. 
Find a trustworthy mentor who has navigated the same challenges and come out the other side. During your meetings together, discuss the tough work situations you’re facing, and ask about their experiences and how they push themselves to keep growing. 

You could also find an executive coach to meet with regularly. A good coach will help you understand what’s holding you back and explore options for your future. 

And do some reflecting on your own, too. Think about whether you still get satisfaction from your job, whether you’re playing it safe at work, and where you want your career to go next.

This tip is adapted from “Are You at Risk of a Mid-Career Rut?” by Laurence Minsky and Julia Tang Peters

Don’t Let Envy Be Part of Your Team’s Culture

Mon, 21 Oct 2019

Don’t Let Envy Be Part of Your Team’s Culture
Nothing good comes of envy. If employees are resentful about what they feel they deserve or what others have, morale and well-being will suffer. Leaders can combat envy by building a culture of goodwill (“I’m grateful for what I have, and happy about your success”) rather than one of comparison (“I deserve what you have”). Start by setting an example. Let your team see you supporting your peers and cheering their accomplishments. Show employees that you value genuine camaraderie, and encourage them to measure themselves by their own achievements rather than by others’. It’s also useful to discuss how people can combat feelings of envy (and even how you’ve managed envy in the past). For example, employees may benefit from talking with a friend or mentor to dissect what they’re feeling and regain perspective. They should also try to avoid unhealthy comparisons and the distorted perspectives that come with them. A culture in which people want each other to succeed is one that can bring out the best in everyone.
This tip is adapted from “How to Keep Envy from Poisoning Your Team’s Culture,” by Ron Carucci

How to Stop Constantly Checking Your Phone

Mon 13 Jan 2020 
How to Stop Constantly Checking Your Phone
It can be hard to focus with all that beeping and buzzing from your phone. Fortunately, there are simple ways to reduce distractions. Start by turning off push notifications. If that doesn’t help, use airplane mode to limit interruptions when you’re trying to focus. If the idea of being out of touch gives you anxiety, you can always make exceptions for specific numbers, such as those of loved ones or important business colleagues. Try to check email, instant messages, social media, and text messages in batches, rather than sporadically throughout the day. “Just quickly checking” anything, even for one-tenth of a second, can add up to major productivity losses — it can take an average of 23 minutes to get back in the zone after task switching. It’s OK to not respond immediately to a message. Aside from the benefit of giving you more uninterrupted focus time, delaying can lead to better decision-making by giving you more time to think about your response.
This tip is adapted from “10 Quick Tips for Avoiding Distractions at Work,” by Steve Glaveski

Leadership : 6 steps in managing a crisis situation at workplace .

Tue 14 Jan 2020 

Leadership : 6 steps in managing a crisis situation at workplace . 

Inspire Your Team During a  Crisis / Crunch Time ! 

" Sometimes work gets intense. Whether it’s a seasonal rush or a project with a tight deadline, it can be hard to keep people focused and motivated when they’re overloaded. 
What’s the best way to rally the troops? 
(1) For starters, check your own EMOTIONAL ENERGY . You’ll be hard pressed to lead your team if you’re feeling beleaguered or stressed yourself. 
(2) Take the time to reflect on WHY  the work matters. Why is it relevant to your organization’s goals or mission?
 And WHO WILL BENEFIT  from the hard work of you and your team?
(3)  Then, CONVEY that message to your staff to inspire excitement and enthusiasm. 
(4) Acknowledge that success will require hard work and perhaps some SACRIFICES , but express confidence that the team will prevail, and assure everyone that you’re all in it together. 
(5) Finally, remember that INCENTIVES  are your friend, and they should be deployed THROUGHOUT the project, not just at the end. (6) Identify MILESTONES  and find ways to reward your team’s hard work: a Friday afternoon off, perhaps, or an office ice cream party. Moments of celebration foster camaraderie and create sustained engagementT
This tip is adapted from “How to Motivate Your Team During Crunch Time,” by Rebecca Knight

Encourage Your Employees to Share What They Know

Mon 02 Dec 2019 

Encourage Your Employees to Share What They Know

Many of us hide what we know at work because we don’t want to lose the power or status that we think the piece of knowledge gives us. But recent research shows that hoarding information often backfires and can negatively impact the withholder’s growth and development. As a manager, it’s your job to create a culture in which your employees feel comfortable sharing information and speaking openly about their concerns. One way to figure out why your staff is holding back information is to use third-party, anonymous surveys. Then act on this feedback to gain back their trust. And make sure the people you manage understand the consequences of knowledge-hiding. Those who are keeping information in order to protect themselves may not understand that they are actually doing the opposite. Use trainings, newsletters, bulletin boards, and other communication channels to help employees understand why sharing knowledge with your teammates is important.
This tip is adapted from “Why Withholding Information at Work Won’t Give You an Advantage,” by Zhou (Joe) Jiang

Help Your Remote Team Members Feel More Connected

Wed 04 Dec 2019 

Help Your Remote Team Members Feel More Connected

" If you manage a remote team, you know how isolating it can be — for you and your employees. Managers can help by setting the stage for everyone to get to know each other better. Start every call with something that helps team members learn about each other. For example, you might ask people to share a “song of the week” that they have enjoyed listening to. When hosting a team meeting via a conference line, open the line 10 minutes EARLY  and leave it open for 10 minutes AFTER  the call ends so that team members can chat. When remote workers travel to various sites, encourage them to hold “office hours” so teammates can stop in and say hello. It can be awkward to see people after a long break, so include a relationship-building opportunity in those early in-person meetings, and save the unstructured activities for later when people have gotten over their awkwardness. This may feel like a lot of work, but it will help your virtual workers feel more connected to their teammates and the organization." 

This tip is adapted from “How Remote Workers Make Work Friends,” by Beth Schinoff, Blake E. Ashforth, and Kevin Corley

Deflect Tricky Questions to Avoid a Response You Might Regret

Thu 05 Dec 2019 
Deflect Tricky Questions to Avoid a Response You Might Regret

" Sometimes in a job interview, you might be asked questions you’d rather not answer. Responding honestly might compromise your privacy, but declining to answer might make you look bad. Instead, think about how you can DEFLECT  these tricky questions. First, anticipate the difficult things you might be asked, such as inquiries about your relationship/marital status, age, or political affiliation. Then, think of responses that focus on the other person. For example, if you’re asked, “When do you plan on having children?” the deflection could be: “Do you have any children?” Or a humorous response might be: “At least nine months apart. Is there a different norm at this company?” Inventing responses on the spot can be difficult, so practice ahead of time, or consider rehearsing your answers with a colleague or friend. Our natural instinct is to answer a direct question, so thinking in advance about deflection can help you guide the conversation and protect your interests." 
This tip is adapted from “How to Deflect Difficult Questions in an Interview or Negotiation,” by Brad Bitterly and Maurice E. Schweitzer