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

3 tips to mend a work relationship after a disagreement

 Left unchecked, even a small dispute with a colleague can spiral out of control, leading to anger and resentment. When things get tense, you might be tempted to pull away. But it’s far better to engage and try to reset. 

(1) Immediately acknowledge the tension, and allow the other person (and yourself) room to air your differences, while expressing positivity about the future. For example, you might say: “I know that we’re not seeing eye to eye on this right now, and it is upsetting for both of us. But I’m optimistic we can work it out.” 

(2) Then, set a meeting for a few days later, giving you both time to let your emotions cool. Even something as small as a short coffee break can help ease the tension. 

(3) Lastly, remind your colleague that you care about the relationship and want to have more positive interactions in the future. This may help to keep your current conflict from contaminating the entire relationship.  

 

This tip is adapted from “How to Mend a Work Relationship,” by Brianna Barker Caza, Mara Olekalns, and Timothy J. Vogus

How to Communicate with Your Customers in a Crisis

 
How to Communicate with Your Customers in a Crisis
In a fast-moving crisis, it’s important for leaders to communicate with empathy and honesty — not just internally, but externally as well. Of course, customers require a different approach than employees. Make sure you focus on what is important to them. For example, with the current coronavirus crisis, 

 

Target’s CEO recently sent out a note to customers describing enhanced in-store cleaning procedures and additional staffing for order pickup and drive-up services. If possible, provide customers relief during a crisis by waiving fees or limits. This not only reassures current customers but can bring new ones on board. 

 

Most importantly, focus on empathy rather than trying to create sales opportunities. Companies should rethink advertising and promotion strategies to be more in line with what’s happening in the world. Otherwise you risk sounding tone-deaf and alienating your customers. Look at your messaging from the perspective of your audience, and let your compassion drive your communications, rather than fear of doing the wrong thing.
This tip is adapted from “Communicating Through the Corsonavirus Crisis,” by Paul A. Argenti

3 Tips in Disagreeing politey with co worker

 Wed 25 Nov 2020

Disagreeing politey with co worker

Many of us try to avoid conversations with those who have a sharply different point of view, or we try to convince them that they’re wrong. Neither approach is very productive. It’s possible to have healthy disagreements by employing a few tactics.

(1) Start by acknowledging the other person's perspective, whether you agree with it or not. Say something like, “I understand where you're coming from,” or, “Thank you for sharing your position,” before you state your point of view.

(2)  Also, demonstrate humility. While confidence is important in making persuasive arguments, too much of it can be abrasive and even offensive. And be sure to phrase your argument in positive terms. For instance, you could say something like, “Let's consider the possible benefits of having fewer people working on the marketing initiative,” rather than “We shouldn’t have any more people working on the marketing initiative.”

(3) Finally, if things start to get heated, reiterate areas of agreement — even if they're small and obvious. Something simple, such as “We both want this pandemic to end,” or “We agree that social distancing is presenting unprecedented challenges,” can reestablish common ground.
These strategies can help loosen gridlock, animosity, and resentment and open the door for connection.

This tip is adapted from “Disagreement Doesn’t Have to Be Divisive,” by Francesca Gino

4 tips for better writing skills

 Mon 23 Nov 2020
Are You Writing to Reward Your Reader?
There’s lots of writing advice out there, but thanks to the work of psychologists and neuroscientists, we can now see in detail how our brains respond to everything from metaphors to complex words. The big takeaway is that we can actually write in a way that taps into the reader’s most primal learning needs. Here’s how.

(1)  First, keep it simple. Divide up long sentences. Omit needless adjectives and adverbs. Cut useless transitions. And get rid of caveats that clutter your message.

(2)  Next, be specific. Concrete details light up neurons in our brains that process sensory reactions.

(3)  Play to your reader’s emotions — you may think logic is more persuasive, but our brains actually process emotions faster than thoughts. How your words make people feel will shape what they understand and remember. Reach out to your reader by using the second person (i.e. “you”).

(4) And finally don’t underestimate the power of a good story. Starting with the earliest hunter-gatherers, stories have been a primary way we’ve shared lessons, so our brains are wired to reward narrative. Whether you’re writing an email or a big report for the board, these tips will help you get your message across.