Be Emotionally Ready to Hear “No” in a Negotiation

 

Be Emotionally Ready to Hear “No” in a Negotiation

Hearing “no” during a negotiation can bring up all sorts of feelings: sadness, rejection, and even anger. How can you prepare for a tough conversation so you don’t react impulsively when those emotions come up? (1) Start by asking yourself: What if the person says no to my request? What if they say they dislike my proposal? What if they're rude or passive-aggressive? As you work through these “what-if” scenarios, also consider: What is my go-to response? Why do I react this way? Do your best to be nonjudgmental as you go through this thought exercise. After all, we all have reactions we’re not proud of at times. (2) Once you’ve identified your unconscious emotional responses, think about how to manage them. Consider: If I feel stuck in the middle of the conversation, what can I do? If I hear a “no,” what are two or three ways to react without feeling frazzled or dejected? This will give you tactics you can turn to in the heat of the moment. (3) Consider rehearsing the conversation with a friend to help you identify your stumbles, get real-time feedback, and hopefully, feel more at ease. (4) Increasing your self-awareness and having alternative approaches at the ready will help you make better choices about what to react to in the moment, what emotions to embrace, and what to let pass if you hear the dreaded "no."

This tip is adapted from “Managing Your Emotions During a Negotiation,” by Gaëtan Pellerin

" Make It OK for Your Team to Ask for a Deadline Extension "

 
Wed 22 Dec 2021

" Make It OK for Your Team to Ask for a Deadline Extension " 

Unrealistic deadlines don’t help anyone — and yet more often than not, employees avoid asking for extensions even when they know more time would help them do a better job. It’s understandable.
 They likely don’t want to be seen as incompetent, and research has shown that we often falsely assume that the timeliness of a deliverable is more important than its quality. Given these factors, it's important to explicitly and proactively communicate with your team whether certain deadlines can be adjusted. Instead of expecting your team to guess whether it’s OK to ask for more time, clarify when employees will be judged on the speed of their work, and when the quality is more important.
This will help your employees worry less about how they’ll be perceived if they request a deadline extension, in turn reducing their stress and boosting the quality of their work. And when timeliness is the priority, make that clear ahead of time so your team knows the deadline isn’t flexible — and why.
This tip is adapted from “Go Ahead and Ask for More Time on That Deadline,” by Ashley Whillans

" Make Sure Your Hybrid Team Isn’t Burning Out "

" Make Sure Your Hybrid Team Isn’t Burning Out " 

Hybrid work is presenting teams — and managers — with a major problem: The dissolution of work-life balance. As a boss, how can you help your team mitigate the downsides of hybrid, asynchronous work? Here are a few strategies to consider.

(1) Rethink daily schedules.

 Build in breaks between meetings, or during extended ones, so employees have a chance to grab a glass of water, get ready for their next call, or mentally transition to a new topic. This practice will reduce multitasking and the stress that accumulates when everyone is putting in long, packed days. 

(2) Carve out time for focused work.

 Encourage people to set aside blocks of time each week to engage in projects without distractions or interruptions. More time to focus means more progress, which means less stress. It also decreases the likelihood that work spills into after hours.

(3) Encourage time off.

 It’s essential that everyone unplug, whether they’re taking vacation, staycation, mental health days, sick days, or observing religious holidays. Help your team understand that there are many ways to rest and recharge that don’t hinge on travel or trips and that their well-being is a priority.

This tip is adapted from “Hybrid Tanked Work-Life Balance. Here’s How Microsoft Is Trying to Fix It,” by Dawn Klinghoffer

Looking for a Job? Consider Reaching Out to a Recruiter

 

Looking for a Job? Consider Reaching Out to a Recruiter

If you’re looking for a new role, you don’t need to wait for a recruiter to come to you. In fact, reaching out to one can be an effective way to land that next job. But you need to know how they work. (1) Consider, for example, that most recruiters manage more than 50 candidates at a time. So you want to take a targeted approach. Make sure that the recruiter you’re approaching hires for the industry and type of role you’re interested in. (2)  Before you reach out, update your LinkedIn profile and resume, do your research about the organization or role in question, and prepare any materials that they might want to screen before an interview. (3) When you do make contact, explain clearly what you’re interested in and why. If you’re a good fit for an existing role, you may get some immediate traction. But, if not, they can now consider you for future openings. (4)  Finally, keep in mind that all recruiters want to fill job openings quickly and with the right people, but they don’t work for you — they work for companies. If you help them do their job, then you’re not only helping make them successful, but you may also land your dream role.

This tip is adapted from “How to Reach Out to a Recruiter,” by Marlo Lyons

Looking for a Gift for Your Colleague? Keep It Small and Meaningful

 Fri 17 Dec 2021 

Looking for a Gift for Your Colleague? Keep It Small and Meaningful

At this time of year, many of us are looking for ways to express gratitude to our colleagues. Writing a heartfelt note or simply saying thank you to a coworker who has made your life easier and better is enough. But if you’re looking for a gift idea, keep anything you buy small and meaningful. It doesn’t take a lot to show your work buddies that you appreciate them. Here are a few ideas: A personalized pen or notebook stationery — it might have their name on it, or the nickname of your team, or even an inside joke. A daily planner, calendar, or journal for 2022. A little succulent in a ceramic pot — they're super easy to take care of and won’t die when your colleague goes on vacation. An insulated coffee tumbler or mug they can keep on their desk (works for tea, too!). You might include some fancy coffee or teas as well. If your coworker is an animal lover, you could even get some treats or toys for their pets.

This tip is adapted from “12 Clever Gifts Ideas for Your Colleagues,” by Ascend Editors

Get Ready to Ask for That Raise

 

Get Ready to Ask for That Raise

We all hit those points in our career where we feel like it’s time for a raise. How can you go about asking for one — without alienating your manager? The last thing you want to do is surprise your boss with an unexpected request so bring up the topic gradually during one-on-one meetings. (1) For example, you might say, “At some point, I’d love for us to talk about my contributions and what I can do to get to the next level,” and then gauge their reaction. (2) Also, see the situation from your manager’s perspective. What are their priorities beyond your career development? They might be thinking about balancing budgets, meeting business targets, managing your peers, and progressing their own career. (3) Before you start the conversation, consider how your work specifically supports those priorities so you can bring those up. (4) Then, prepare a specific ask. Do you want a higher salary? A new title? A change in reporting line? A bigger budget or team? Write down these items in order of importance to you, keeping in mind that your manager may have more leeway in certain areas than others. For instance, salary may be more difficult to secure than promotions (or vice versa). (5) Finally, managers want to invest in people who are loyal, enthusiastic, and dedicated so think through how you’ll demonstrate your commitment to the team and the company.

This tip is adapted from “Don’t Ask for a Raise — Negotiate It,” by Carol Hagh

" Set (Loose) Goals for Your Time Off "

 Fri 10 Dec 2021

" Set (Loose) Goals for Your Time Off "

With the holiday season around the corner, you might be taking some well-deserved time off. How can you make the most of it? It may seem counterintuitive, but research has shown that people who set personal goals to achieve during their downtime — such as seeing friends, pursuing a hobby, or even organizing a closet — report being happier than those who prioritize more passive “rest and relaxation” (i.e., sitting around in your pajamas watching TV or playing video games).

Think of this approach as proactive recovery that helps you recuperate from the daily grind. Whatever your goals are, the important thing is that you lay out a plan.
One caveat: This doesn’t mean you should treat these goals like a to-do list. Stay flexible — this is your time off, after all!
But ultimately, feeling like you've made the most of your vacation days will give you a sense of pride, accomplishment, and happiness that will fuel you when it's time to get back to work.
This tip is adapted from “Be Intentional About How You Spend Your Time Off,” by Laura M. Giurge and Vanessa Bohns

3 Fallacies That Inhibit Creativity

 

3 Fallacies That Inhibit Creativity

Unlocking your team's creativity can sometimes be a challenge for managers. Here are three common fallacies that might be getting in the way — and how to avoid them. The productivity fallacy: There’s a misperception that equates innovation with decision-making speed. Sometimes, the best ideas require long incubation periods. Resisting the temptation to come to fast conclusions can lead to more creative and far-reaching solutions to complex problems. The intelligence fallacy: Creative thinking is cognitively demanding. Pay close attention to how new ideas are shared and discussed on your team. Encourage them to build on each other’s ideas rather than poking holes in them. This doesn’t mean saying “yes” to flawed ideas; instead, approach them with an open mind to acknowledge what’s useful and improve weaknesses. The brainstorming fallacy: While group brainstorming feels more productive because of the social effects, research has found that nominal brainstorming (where individuals think on their own before sharing ideas) consistently outperforms traditional group brainstorming. So, start your team brainstorms with a few minutes of silence for people to ideate independently before returning to the group as a whole.

This tip is adapted from “3 Common Fallacies About Creativity,” by Pronita Mehrotra et al.

Lead with Compassion

 Lead with Compassion

Some people might think that they have to make a difficult, binary choice between being a good person or a tough, effective leader. This is a false dichotomy. Humane leadership is not only necessary in today's world — it will actually help you develop the wisdom you need to succeed in business. Here are four ways to infuse compassion into your leadership:

  (1)   Remember the Golden Rule:

 Treat others the way you want to be treated. While this may sound like a cliché, it's the root of compassionate leadership.

  (2)   Listen intently.

 If you can hear your employees with an open mind and a willingness to learn, not only will you become wiser, you'll also become better equipped to help them.

  (3)   Be prepared to serve.

 Whenever you’re about to engage with someone on your team, take a moment to reflect on what might be going on with them. Then ask yourself: What support might they need? Be prepared to offer help.

  (4)   Stretch people to see their potential.

 When someone’s already doing well, you might fear that pushing them to do more could be discouraging or demotivating. Instead of shying away from these uncomfortable conversations, reframe them as an indication of true care. Challenging people to grow is ultimately an act of kindness.

This tip is adapted from “Becoming a More Humane Leader,” by Rasmus Hougaard and Jacqueline Carter 

Overcome the tendency to overwork !

 Tue 07 Dec 2021

Overcome Your Tendency to Overwork !

How can you develop habits that will help you create a good work-life balance and avoid burnout?
(1)  You have to start by understanding why you overwork in the first place ?
 Ask yourself:
(a) Are you just following the lead of your workaholic boss?
(b)  Do you think that working long hours will help you get ahead?
(c)  Are you trying to prove to others that you're a hard worker?
(d ) Does being busy make you feel important?

(2)  Next, make small changes to regain some control over your time. Try leaving work on time (or early!) two days a week to do something you love. Let your boss know that you won’t always be available after hours to respond to their emails.
(3)  And if you’re able, be selective about which projects you take on, prioritizing those that will help you grow. It may also be helpful to redefine your free time — it’s not unproductive time, it’s time that helps you recharge.
(4) Finally, if you can’t make the progress toward the work-life balance you desire, you may want to reconsider whether you’re in the right role or industry !
This tip is adapted from “Why Young Professionals Should Prioritize Rest Over Work,” by Marcello Russo and Ioana Lupu

Stop Solving All Your Team’s Problems

 

Stop Solving All Your Team’s Problems

Mon 06 Dec 2021 Your primary task as a leader is to build your team’s capabilities. (1) The next time you’re tempted to solve a problem for a team member, stop yourself and turn it into a learning opportunity instead. (2) Set clear expectations, communicate what they’re accountable for, and give them the tools they need to succeed. 3) When someone comes to you with a problem, ask questions, such as: (a) What do you think is at the core of this issue? (b) Have you thought about alternative approaches? (c) What can we sacrifice without detracting from the overall value of the project? Answering these questions can help your employee unlock their creativity and dig deeper within themselves, rather than relying on you to be the font of all wisdom ! You’ll also learn something about their capacity and capability, while giving them the opportunity to grow ! Ultimately, your job is to build a team that can function without you. This is what will ultimately set you apart as a leader, not just a doer.

This tip is adapted from “Stop Doing Your Team’s Work for Them,” by Martin G. Moore

Take the Pain Out of Group Editing

 

Take the Pain Out of Group Editing

If your job involves writing, editing, reviewing, or approving documents, you’re probably familiar with the arduous process of group editing. It can be tedious and frustrating when a large committee attempts to edit a single communication simultaneously. But there are ways to make it less painful. Make sure everyone understands the goal. If all reviewers know the point of the piece of writing — not just the topic, you can avoid confusion and inefficiencies. This preemptive approach may save you a lot of trouble down the road if someone disagrees with the principles. Consider limiting participants. Too many voices can slow down or stall the process, even when they agree. Few things in a review process create more frustration than feeling rushed, so make sure to give your reviewers and approvers plenty of time to do their work. Finally, share clean versions whenever possible. It’s easiest to read and review a document when it’s not obscured by what seems like a thousand edits, so try to produce new, clean versions as often as you can to keep the process moving in the right direction.

This tip is adapted from “A Better Approach to Group Editing,” by Joel Schwartzberg

Don’t Just Accept a Meaningless Promotion

 

Don’t Just Accept a Meaningless Promotion

So your boss offers you a promotion, and it’s nothing more than an empty new title — no new responsibilities, no raise, and no increased resources. What should you do? Start figuring out who else has been recently promoted to the same title and talk to them to get more info about what they were offered. If they’re not comfortable sharing what they’re making, ask them what else is in their compensation package. If you sense that something's not quite right — that you're not being properly compensated, or that your responsibilities don't reflect your new title — have an open conversation with your manager about your concerns. If they meant for the new title to be a reward, they might realize that their intent didn’t match their impact. They might also then decide to compensate you based on the new title. And if that conversation doesn't lead to a satisfying resolution, connect with your HR representative and present them with the facts and details you’ve been able to gather. It’s their job to ensure that all team members are being leveled appropriately and paid fairly and competitively. Finally, if you’ve determined that you can’t find allies in your organization to help get you what you deserve, it may be time to reject the offer and look for a new gig.

This tip is adapted from “So Your Boss Offered You a Meaningless Promotion,” by Mita Mallick

New to Leadership? Focus on Building Relationships

 

New to Leadership? Focus on Building Relationships

When you first step into a leadership role, it’s smart to focus on achieving quick wins, but you shouldn’t do so at the expense of building relationships with your colleagues. Without those connections, you won’t have the influence you need to succeed over the long term. (1) Start by building trust. It’s far easier to lead people when they believe in you. Prioritize meeting one on one with each of your direct reports and peers. Use this time to ask questions like: What does success look like for you? What do you want to be known for? How do you measure progress? Their answers will help you better understand their motivations, aspirations, and goals. In these conversations and others, listen more than you talk. (2) And be present, especially during meetings. Put your phone away and focus fully on the person you’re speaking with. Ask clarifying questions like: What do you think of this approach? Is there another way to do this? (3) Avoid using statements with “but” as this negates what has been said. Instead, formulate your concerns as a question like “Have you considered the impact of xyz?” or “How would you scale up that solution?” Even though you’re a leader now, you don’t have to have the last word on everything. Ask for your team’s opinions, be open to other alternatives, and listen to understand and expand your perspective. This will help lay the groundwork for stronger relationships and your effectiveness as a leader.

This tip is adapted from “3 Ways to Grow Your Influence in a New Job,” by Luis Velasquez and Jenny Fernandez

When Working with Someone You Don't Like, Err Toward Kindness

 Mon 29 Nov 2021 

When Working with Someone You Don't Like, Err Toward Kindness

Not everyone at work is going to be your friend, and some relationships are easier than others. So, what do you do when you’re stuck working with someone you dislike? (1) First, accept that you might need to be the grown-up ! Don’t succumb to unproductive behaviors, like getting overly defensive, ignoring the person out of spite, excluding them from a meeting, or sending a passive aggressive email. (2) Instead, identify behaviors that will serve you, and them. You might remove yourself (politely) from unproductive conversations, confront them respectfully and privately to discuss the problem before it festers, or set clear boundaries around your time and expectations. (3) At the same time, try to focus on what they bring to the table — not on the things that upset you about them. (4) You might even consider whether you can give them something — introductions to others in the organization, help building a skill, or meaningful feedback on their work — that will alter the dynamic between you. You may not feel like doing these things, especially if the person rubs you the wrong way, but the investment may be worth it. The most successful people find healthy ways to work with personalities they wouldn’t otherwise choose to have in their life.

This tip is adapted from “How to Work with Someone You Really Don’t Like,” by Lisa Stephenson

Nail Your Next Group Presentation ( 5 tips )

 Wed 01 Dec 2021

Nail Your Next Group Presentation

A group presentation can be tricky to pull together. With so many people involved — and opinions to manage — the end product often ends up seeming clunky and uncoordinated. (1) To create something more slick and effective, start by strategizing in advance. Who is your audience? What is your goal? Why do you all care? (2) Next, collectively decide on the main message, the general outline, and who will present each section before each of you starts writing your separate components. This will help you avoid the last-minute stress of trying to cram slides together into a seamless unit. (3) Also, decide who will be in charge of fielding questions. (4) Once you have a game plan nailed down, rehearse your presentation as a group. It’s especially important to practice your transitions (for example, "Indra did a great job talking us through the challenges of entering this new market. Now, I’ll provide a few solutions based on our firm’s expertise"). Use a timer to ensure you're keeping to the schedule and leaving time for questions. (5) Finally, bring your own personalities to the presentation. Personal anecdotes are a terrific way to build trust between the audience and each member of the group presenting.

This tip is adapted from “3 Group Presentation Pitfalls — and How to Avoid Them,” by Allison Shapira

Does Your Sense of Authority Fluctuate Throughout the Day?

 Tue 30 Nov 2021

 Does Your Sense of Authority Fluctuate Throughout the Day?

No matter your rank in the workplace, it's likely that your sense of authority rises and falls throughout the day — depending on who you're meeting with, what you're working on, and how you're feeling.
 Research has shown that these shifts cause stress, so it’s best to avoid multiple fluctuations each day.
(1)  One way to do this is to cluster tasks. Review your calendar from the past week and consider which meetings or activities prompted you to feel more and less powerful. Going forward, try to cluster tasks that give you a sense of authority, like giving advice or meeting with a direct report, on the same day of the week if possible.
(2) Similarly, group tasks on your calendar that are likely to make you feel less important — like asking for help or talking to your supervisor. You probably don’t have control over how busy you are, but you likely have some control over when certain experiences occur during the work week.
(3)  It can also help to lean into a routine: arrive and leave work at the same time each day, set aside the first 15 minutes to plan your day, or stick to regular break intervals. Routines increase the predictability of your workflow (decreasing fluctuations).
(4) Finally, try to think of yourself differently. Instead of seeing yourself as a “boss” or “direct report,” embrace your identity as a “problem solver,” “relationship builder,” or “change enabler.” These labels will shift your focus away from power dynamics and toward your work.
This tip is adapted from “When Your Authority Fluctuates Throughout the Day,” by Eric M. Anicich et al.

Set Boundaries with Your Chatty Coworker

 

Set Boundaries with Your Chatty Coworker

It can be a nice break to chat with colleagues. But what should you do if you have a coworker who goes on endlessly, monopolizing your time and wearing down your patience? You don’t have to just sit through their monologues. Set clear and respectful boundaries so you can focus on what matters, while maintaining your relationship. (1) Start by preempting their request when the conversation begins. You might say, “I only have 10 minutes to chat right now” or “I have a hard stop at the top of the hour.” (2) Don’t feel like you have to provide an explanation, but if you do, use “I” language to show ownership over the reason (and prevent any potential pushback). For example, you might say, “I’m on a deadline,” or “I feel overstretched at the moment.” (3) And, of course, you may have to interrupt if they get on a tear. Do so politely: “Can I jump in to share my thoughts here?” And if that doesn’t work, interject more forcefully. (4) Try an assertiveness technique called “the broken record,” where you state one phrase repeatedly in an even-handed tone. For example, you can say the person’s name: “John, John, John — excuse me, but I have to get back to work.” This isn’t easy but the more you set those boundaries, the more you’ll prove to yourself — and others — that your time and energy are as valuable as anyone else’s.

This tip is adapted from “How to Set Boundaries with a Chatty Colleague,” by Melody Wilding

Thank Your Colleagues in a Meaningful Way

 

Thank Your Colleagues in a Meaningful Way

We all want to be appreciated. And now is as good a time as any to express your gratitude to your colleagues. To write a meaningful thank you note, follow a few simple rules. (1) Share the context for your message. You might say, "I was reflecting on our last project over the weekend, and I realized I never said thank you," or "We’ve been so busy lately that I realized I haven’t taken the time to tell you how much I value your work." (2) Then, share what you genuinely appreciate and why. Make clear how their actions have impacted your experience at work. It may be as simple as bringing a smile to your face on a tough day or as big as supporting you through a difficult period. Be as specific as possible. In doing so, you’ll help the other person understand exactly why you feel the way you do.

This tip is adapted from “How to Write a Meaningful Thank-You Note,” by Christopher Littlefield

Mitigate the Risk of Burnout as Your Team Returns to the Office

 Wed 24 Nov 2021 

Mitigate the Risk of Burnout as Your Team Returns to the Office

There’s a lot of stress about returning to work. Add that to the anxiety that many employees were already feeling after the last year and a half and you’ve got a recipe for burnout. If you want to help your team make it through this transition without suffering, there are several things you can do. (1) For example, be mindful of how much socializing you’re asking employees to do in the early days of returning to the office. Start off by scheduling smaller group meetups before getting the entire company together. (2) And be sure to factor in time for people to recover between social events. One of the downsides of in-person work is interruptions. Make time and space for deep work. You might carve out certain days or hours where you hold “quiet hours” — meeting-free periods where people can focus uninterrupted. 3) Give more “mental health” days so people have time to rest and recover. Remember, the long-term impacts of burnout outweigh the short-term costs of giving workers more time off.

This tip is adapted from “Don’t Let Returning to the Office Burn Out Your Team,” by Rahaf Harfoush

Stop Having Pointless Meetings

 

Stop Having Pointless Meetings

Why do bad meetings feel inevitable? Are we really resigned to sitting in — or worse, leading — pointless meetings? We shouldn’t be. Here are common reasons you might be back-to-back every single day, and how you can get your (and your team's) schedule under control: FOMO. Too often, we worry that our colleagues will judge us — or worse yet, forget about us — if we don’t accept every invitation. Instead of RSVPing “yes,” demonstrate your value and engagement outside of meetings, and encourage your team to do the same. Meeting amnesia. Do you feel like you’re having the same meeting over and over again? You might be. Make it routine to take notes and share those summaries with attendees and any relevant stakeholders who weren’t present. Keeping consistent and accessible synopses of your team’s meetings will help you avoid retreading the same ground. Lack of accountability. If you're using a meeting as a way to check that work is actually getting done, consider telling your colleagues in advance that you’ll cancel and give everyone the time back if they meet their deadlines ahead of the set time.

This tip is adapted from “The Psychology Behind Meeting Overload,” by Ashley Whillans et al.

Support Your Team’s Mental Health

 Mon 22 Nov 2021

Support Your Team’s Mental Health

As a manager, one of the most crucial — and most challenging — responsibilities you have is to support your employees' mental health. Start by understanding your company's policies. It’s important to be familiar with the resources available should your team members need them or approach you for guidance. These might include employee assistance programs, mindfulness resources, resilience trainings, or employee resource groups (ERGs). Next, focus on creating an environment that’s open, transparent, and welcoming by checking in with team members regularly. Ask them questions to understand how they're doing, whether they’re able to strike a good work-life balance, and what they need to feel energized and refreshed. If people share their stories, listen without judgment. Also, clarify what they need. You can say, “Thank you for sharing that with me. I want to help the best I can. How can I best support you right now?” Then, point them to relevant company resources.

This tip is adapted from “What New Managers Can Do to Support Employee Mental Health,” by Henry Albrecht

Hybrid Will Only Work with Employee Input

 

Hybrid Will Only Work with Employee Input

If your company is putting a hybrid-work plan in place, you can’t assume you’ll know how well it’s working. You will need to solicit input from your employees, not just at the beginning of the implementation process, but along the way as well. (1) Make it clear that this is an experiment and that you may change the policies over time as people have a chance to weigh in. (2) Then hold periodic team discussions on what aspects of the policy are working and not working. Ask questions like, “What benefits have you seen from the hybrid policy?” and “What difficulties have you encountered?” and “Should we make any adjustments over the next quarter in how we collaborate?” (3) Solicit anonymous feedback as well in case people are hesitant to be frank with you. Even if you receive rave reviews about the policy during the first quarter, don’t just set it and forget it. (4) Continue to have follow-up discussions to ensure that your policies, and how they’re implemented, are aligned with the business’s goals and individuals’ needs as much as possible.

This tip is adapted from “To Make Hybrid Work, Solicit Employees’ Input,” by Sue Bingham

Search for a New Job, Without Making It Obvious

 

Search for a New Job, Without Making It Obvious

It can be stressful to keep your job search a secret, but it’s important to try if you think your boss will hold it against you !  If your boss finds out that you’re job hunting, they might assume you’re disengaged or uninterested in your work and move you off of important projects or give you a poor review. To mitigate the risk, there are several steps you can take to keep your search discrete, especially in the age of social media. (1) First, use your personal devices whenever applying to other roles. And be aware of your social media privacy settings, particularly on LinkedIn, before posting anything about looking for a new gig. (2) Next, build up your public profile so that recruiters notice you...without seeming suspicious. For example, you can share posts that position you as someone knowledgeable about your field and present your current job in a positive way. It's also important to include keywords on your LinkedIn profile so that recruiters can find you. Think about what words they’ll be searching for when trying to fill the kinds of roles you’re most interested in. (3) And, finally, update your skills and endorsements. LinkedIn members with five or more skills are contacted up to 33 times more often by recruiters and other members. The bottom line is, you can (and should be) visible and active on LinkedIn but do so appropriately, carefully, and intelligently.

This tip is adapted from “Does Your Boss Know You’re Applying to Other Jobs?,” by Susan P. Joyce

Make Your Team Meetings More Lively

 

Make Your Team Meetings More Lively

Think about your last team meeting. Could you predict who was going to speak up and what they were going to say? You’re unlikely to come up with new ideas or have creative breakthroughs if your meetings are “the same old same old.” So stir things up. First, ground yourselves in a collective purpose. Before changing team dynamics or meeting process, reiterate what the team is trying to achieve and explain why it’s important to shift the way you’re interacting to meet those goals. You might say, “If we want to double our numbers this year, the thinking that leads us to our current figures is unlikely to transform our results. Let’s change the way we’re interacting and brainstorming ideas.” Then, don’t be afraid to highlight dynamics in the moment, such as who tends to open the conversation or how often the group is developing a consensus. For example, you might say, “In the last 30 minutes, whenever someone from the production group has spoken, they’ve been interrupted by an engineer" or “After two hours in this session, 17 of 43 people have not yet spoken.” By illuminating the patterns at play, you help the group check assumptions and break out of their ruts. Ask team members to share their thoughts about why certain team dynamics are at play, and what you all can do to disrupt them. Then experiment with those actions to see what works to breathe some new life into your meetings.

This tip is adapted from “How to Foster Healthy Disagreement in Your Meetings,” by Sabina Nawaz

Influence How Decisions Get Made, Even if You’re Not the Most Senior Person in the Room

 

Influence How Decisions Get Made, Even if You’re Not the Most Senior Person in the Room

You don’t have to be the most senior person in a room to influence how decisions are made. When you have a lot invested in an outcome, you can do some behind-the-scenes work to make things go the way you want — even when the decision is ultimately up to the boss. Start by understanding the final decision-maker’s interests. Ideally, this involves asking lots of open-ended questions, such as “Help me understand…” or “Say more about…” or simply “Why is this important to you?” When you don’t have ready access to the senior person, look to past decisions and statements — such as open memos to employees or shareholders or social media posts — for clues about what matters most to them. You might also consult with their trusted allies and confidantes. Then use that information to make the case for why the option you're advocating for aligns with what they care most about. But don’t neglect other stakeholders; you don’t want to be known as a brown noser, backstabber, or backroom dealer. So, be attentive to the interests of others, and frame your argument in a way that meets their needs as well and puts the team, not just your interests, first.

This tip is adapted from “These Strategies Will Help You Influence How Decisions Get Made,” by Robert C. Bordone and Daniel Doktori

Choose Your Words Wisely When Making a Sales Pitch

 

Choose Your Words Wisely When Making a Sales Pitch

When you work in sales, being told “no” comes with the territory. But the better you hone your pitch, the more you’re going to hear “yes.” Be thoughtful about what you say — and don’t say. Word choice matters when you’re trying to communicate your message to a potential buyer. For example, words like “best,” “unique,” “innovative,” and “cutting edge” often sound hollow. Instead, use specific, objective terms that actually describe what you are selling. Also, ease up on the pressure tactics. Drop the lines about “one-time offers” or “once-in-a-blue-moon promotions” that suggest someone needs to act now. Instead, concentrate on when your client needs to commit to a decision and work towards that deadline. And finally, don’t be overly obsequious. Let’s face it, no serious client falls for the spiel that you’re making “a special exception” just for them. So the next time you find yourself saying how you usually don’t do this or that, stop yourself — and reroute.

This tip is adapted from “Starting a Career in Sales? Avoid These Words!,” by Alex Dripchak

How to Experiment with a 4-Day Workweek

 Tue 12 Oct 2021 

How to Experiment with a 4-Day Workweek

You’ve probably heard about the benefits of a four-day workweek — for both employers and employees. Maybe you’ve even considered trying it out in your organization. But it can be difficult to go from the idea to a successful implementation. Here are several things to keep in mind if you want to experiment with a shorter workweek at your company: Communicate. Be clear about your reasons for trying out the four-day workweek, and assure your employees that they will not be laid off, experience a pay cut, or lose out on other benefits like paid vacation. Encourage ongoing conversations about how to get more done in less time — whether that’s implementing new tools, eliminating unnecessary meetings, or making existing ones more effective. Involve your employees. You’ll need their input and buy-in to make this a success. Ask them: Should we work four eight-hour days, or reduced hours on five days? Which days or hours should we take off? How can we keep the change from negatively impacting our clients, customers, and other stakeholders? What steps can we take to increase our productivity? How will we share our ideas for process improvements with one another? Adjust along the way. You won’t get everything right from the start, so make it a goal to identify the tools and processes your organization needs to make reduced work hours possible. View any problems not as indicators of failure, but as opportunities to improve and fine-tune your plan.

This tip is adapted from “A Guide to Implementing the 4-Day Workweek,” by Ashley Whillans and Charlotte Lockhart

Connect and Build Trust with Your Colleagues

 

Connect and Build Trust with Your Colleagues

So much of our success depends on building relationships with our colleagues. But how can you build rapport in an authentic way? Here are four strategies. Find ways to make yourself well rounded. You need something to talk about with your colleagues so it’s important to have interests and hobbies. Is there something you’ve always wanted to learn? A book you've been meaning to read or a show you've been meaning to watch? Having experience and knowledge in a variety of topics can give you material to draw from when you’re meeting and connecting with others. Don’t pretend to be someone you’re not. Say your new colleague is a wine expert. Instead of hurriedly purchasing a book all about wine — or signing up for a course — in hopes of passing yourself off as a fellow expert, consider expressing your interest in learning more. Placing yourself in the role of student and the other person in the role of teacher can be a great way to build a genuine bond. Give to get. In order to get people talking, sometimes you need to give some information about yourself first. Take notes. People feel special when you remember details they’ve told you about their life and even more so when you follow up. Jot down some key points about someone after you've met them so that you won't forget.

This tip is adapted from “5 Techniques to Build Rapport with Your Colleagues,” by Christina Hillsberg

To Connect with Your Audience, Share Personal Stories of Failure

 Wed 06 Oct 2021 

To Connect with Your Audience, Share Personal Stories of Failure

Any good presenter knows that they need to connect with their audience, but what’s the best way to do that? Sharing personal stories, particularly ones that show how you’ve stumbled in the past and grew as a result, will increase your realness and build trust with your listeners. So identify three different stories of failure that you can deliver in different venues. (1) What details can you share that will help people relate and normalize setbacks? Be sure to end these stories with a lesson in resilience, so that your audience is galvanized to keep going. (2) At the same time, convey vulnerability. Use phrases like “my feeling is,” “it feels scary to share this,” or “I hesitated to bring this forward” which peel back the curtain on your thinking and build a connection with your audience. (3) If all of this feels awkward to you, study inspiring stories from others. Watch your favorite TED talks or listen to podcasts to collect cues and tips on how powerful and persuasive strangers share stories to inspire. When do you feel most connected to the speaker? What did they share that made you believe in their authenticity and connect with them as a human? Note your favorite techniques and then practice incorporating them into your daily speech for low-stakes practice, before bringing them to the stage.

This tip is adapted from “To Inspire Your Team, Share More of Yourself,” by Gia Storms

Motivate Yourself to Start Searching for a New Job

 Thu 21 Oct 2021 

Motivate Yourself to Start Searching for a New Job

Looking for a new job takes a lot of time and effort. When you’re already exhausted from working your current role and managing life in general, it’s hard to muster up the energy to even consider shifting your career. Here are several steps to motivate yourself to start that job hunt. Define your why. It helps to focus on the end goal. Knowing what you ultimately want will mean you enter your search with exploration and empowerment in mind, not resentment or fear. Visualize. Remember a time when you were excited about a new job or happy in your current one. What was it that made you feel fulfilled? Was it the people? The mission of the work? Imagine how you’ll feel when you find a job that brings you this same kind of joy. Make a plan. Decide how much time you’re willing and able to dedicate to the job hunt, then block it off on your calendar. You might consider setting aside 15 minutes twice a day for some of the logistics like checking personal email and LinkedIn and responding to recruiters. Focus on what you can control. Remember: you don’t have power over whether you get an interview or how quickly a hiring manager gets back to you. So go into the process knowing that it’s only worth spending your mental energy on the things you can actually control.

This tip is adapted from “How to Job Hunt (When Yo

Manage the Stress of a Job Hunt

 

Manage the Stress of a Job Hunt

Job hunting is hard — really hard. And you may want it to just be over. But it’s important to stay grounded throughout the process so you can make smart decisions along the way. Try these strategies to keep stress at bay: Make an appointment with worry. Instead of letting anxious thoughts (“Are they going to call me back? “Will I ever find a job I love?”) tug at your attention all day, schedule an appointment with those heavy thoughts and only visit them once a day at a designated time. Tell yourself, “Each day at 9 AM I will give this subject five minutes of my complete focus.” Then, when those thoughts come to you at other times, as they will, remind yourself that you’ve got an appointment to think about those things later, and try to move on. Focus on the process, not the outcome. Take the interview. Rather than fixate on whether you’ll get the job or not, spend time visualizing your best performance. Imagine the way you want to show up — confident, smiling, prepared. This will clear away some of the stress and allow you to perform at your best when the moment arrives. Set aside time to think through possible futures. It’s easy to get caught up in the process, but don’t rush into anything. If you do get an offer, sit with it for at least 24 hours to give yourself enough space to consider which decision is going to most fulfill you and your long-term goals.

This tip is adapted from “Finding a Job is Stressful. Here’s How to Get Through It,” by Juliet Funt

This is why I left Peerless - for the right reasons ! Ethical reasons . ULIPS . Mass cheating .

 Tue 16 Nov 2021 

Don’t Let Your Loyalty to Your Company Compromise Your Ethics

Being dedicated to your organization is admirable. After all, loyalty has many benefits at work — it helps build trust, commitment, and a sense of team. But be careful that you aren’t so committed to your company that you compromise your ethics. You can guard against being blindly loyal by staying true to who you are. (1) First, if you see something unethical, say something. You may be concerned about “rocking the boat” at a place you care deeply about but remember that silence often enables wrongdoing to continue, which is ultimately bad for the organization. (2) Don’t compete with your colleagues. When workplaces get competitive, people start to lose sight of what is right and wrong. Instead, seek out ways to collaborate and build loyalty across teams. (3) Finally, shift your perspective. When you find yourself in a fraught situation where you are torn between what’s best for the organization and what’s best for you (say your manager is asking you to do something you feel is unethical, for example), try taking a step back and consider how someone who didn’t feel so loyal to the company would act in your shoes.

This tip is adapted from “Are You Too Loyal to Your Organization?,” by Zachariah Berry

Make Your Writing Clearer and More Persuasive

 

Make Your Writing Clearer and More Persuasive

We’re all writers. Whether we’re penning books, articles, reports, or even emails, our success at work depends in large part on how well we can communicate our thoughts. Here are three ways to make your writing more persuasive and impressive: Read your writing out loud. It might feel tedious, but this step will help you hear how your sentences sound. As you read, you’ll begin to realize which sentences can be edited for brevity or clarity, or where you’ve said too much when one sentence is good enough to explain a concept. Read other people’s writing. When you do, pay attention to when you lose focus or get confused. This will help you avoid those same pitfalls in your own writing. Get to the point. Most of us tend to use the opening of any piece of writing to sort out the point we’re trying to make. Try this trick: Delete the first couple of sentences or paragraphs and see if that makes your piece sharper.

This tip is adapted from “5 Surprising Tips to Help You Write Like a Pro,” by Amantha Imber