" “How to Foster Psychological Safety in Virtual Meetings,”

 Wed 02 Sept 2020

Create Psychological Safety in Your Virtual Meetings
" “How to Foster Psychological Safety in Virtual Meetings,”

Teams do their best work when people feel they can raise questions, concerns, and ideas without fear of repercussion. But this psychological safety can be hard to create in virtual meetings, where detecting nonverbal social cues can be difficult and distractions are everywhere. The good news is that videoconferencing offers some simple but effective tools to help.
(a)  Your software probably has a polling function that can give everyone on the team an opportunity to be heard. You can even make these polls anonymous to help people express their feelings and opinions without fear of being singled out.
(b) Similarly, encourage your team to use the chat function if they're more comfortable contributing nonverbally. I
(c) And think about whether every meeting needs to be a video meeting — a classic conference call may allow for better listening and make people feel less self-conscious. But if you do choose audio-only, be sure not to interpret silence as agreement. Follow up with a summary of the meeting to make sure that everyone is on the same page — and check in individually with anyone who seemed disengaged or reticent to contribute.

This tip is adapted from “How to Foster Psychological Safety in Virtual Meetings,” by Amy C. Edmondson and Gene Daley

To Change Your Behavior Now, Imagine Your Future Self

 

To Change Your Behavior Now, Imagine Your Future Self
Many of us think that the person we are today is the person we’ll always be. We cling to labels like “I’m an introvert,” or “I’m not good with people.” But that type of thinking leaves little room for growth. The reality is that we can and do change. So don’t be so wedded to who you are today. Instead, intentionally focus on who you want to be. Start by recognizing how much you’ve grown and changed from your former self. This will serve as a reminder that growth is possible. Then imagine who you want to be in the future. Maybe you want to be more comfortable chatting with new people, or more confident in your professional skills. Keep that vision of yourself top of mind. Research shows that your behavior in the present is largely shaped by your view of your future. Then hold yourself accountable by telling other people who you want to be. This can be scary, but it will compel you to make your actions consistent with your new story.
This tip is adapted from “Take Ownership of Your Future Self,” by Benjamin Hardy

Before You Quit, Analyze What the Real Problem Is

 Tue 08 Sept 2020
Before You Quit, Analyze What the Real Problem Is

 
“Should I quit my job?” is a question we’ve all asked ourselves at one point or another. If you wait until you’re at your breaking point, you might end up choosing a quick “exit job” rather than taking the best next step for your career. Instead, take a more proactive approach, before your frustration builds. At least once a year, evaluate how you feel about your company, your position, and your career. Maybe you’ve noticed people you respect are leaving the company, profits are down, or changes are implemented with little notice or rationale. This could be a sign that your organization is the problem, and you might want to look for a similar job with another employer. Perhaps you don’t have opportunities to learn and grow, or you work for a boss who is impeding your career. In this case, your job might not be a good fit, and you might seek out a position in another part of your company. Lastly, consider whether you’re actually prepared to take your next career step. If not, focus on building your career assets — your reputation, your industry knowledge, or your network, for example — to equip yourself to make a move in the near future.
This tip is adapted from “Don’t Quit Your Job Before Asking Yourself These Questions,” by Priscilla Claman

Leadership and Decision Making Tips

 
Wed 09 Sept 2020

Leadership and Decision Making Tips
" Don’t Let Uncertainty Paralyze Your Decision-Making ! "

When you’re living in a period of heightened uncertainty, your normal decision-making processes can break down.
Some people become paralyzed and afraid to act, while others make quick decisions based on emotions or bias rather than facts.
(1) You can make careful, reasoned decisions by taking a strategic pause to stop and assess what information you have — and what you’re missing.
 (2) First, identify what kind of data you’re working with and biases that might accompany it.
 For example, some data captures our attention because it's surprising, but we might overweigh it because it’s new or noteworthy.
(3) Next, identify which information matters most to your decision-making. There are an endless number of “known unknowns” out there, and exploring them all won’t help you. Instead ask yourself: What do I really need to know to move forward?
(4)  Finally, formulate QUESTIONS  that will help you get the answers you need. Organize your questions into four categories — (A) behavior,(B)  opinion, ( C) feeling, and (D) knowledge — so that you bring both distance and a variety of perspectives to how you INTERPRET  the data !  Following these practices will help you better address your emotional responses, name and confront them, and make more rational decisions in the face of uncertainty.
This tip is adapted from “How to Make Rational Decisions in the Face of Uncertainty,” by Cheryl Strauss Einhorn

Develop Your Team’s Self‑Awareness

 Thu 10 Sept 2020

Develop Your Team’s Self‑Awareness

Every team occasionally gets stuck in bad patterns or unhealthy dynamics. But if the team is aware, it can change them. As a leader, you can help your team members develop meta-awareness: a capacity to help each individual notice their own perspective and that of the team as a whole. You also want to push everyone — including yourself — to be aware of how your company’s systems and culture shape your approach to work. This may sound complicated, but simple practices can help. 

(1) Start team meetings with a short mindfulness exercise, such as a one-minute meditation, to increase steadiness, awareness, and focus. Encourage team members to regularly think about the patterns and dynamics at play during a meeting by taking a deep breath and standing slightly apart from the flow of events. That will help them see things more clearly.

(2)  Consider designating one team member as the “observer” of every meeting. Their job is to keep the big picture in mind and to point out when bad habits creep in.

(3)  Alternatively you could reserve 10 minutes on the meeting agenda for participants to share their observations on how the team is working together. The more self-aware your team is, the more likely it will be to self-correct, think outside the box, and air grievances in a healthy, constructive way.
This tip is adapted from “Why Your Team Should Practice Collective Mindfulness,” by Megan Reitz and Michael Chaskalson

Your D&I Efforts Will Fail If Employees Don’t Feel Like They Belong

 
Fri 11 Sept 2020

Your D&I Efforts Will Fail If Employees Don’t Feel Like They Belong

 
Your diversity and inclusion initiatives won’t be effective if employees ultimately don’t feel like they belong. So what should managers do to emphasize inclusion and belonging? (1) First, recognize — but don’t overemphasize — the differences between your employees. You want to strike a middle ground that allows people from underrepresented communities to feel included but not singled out. Create an environment that signals respect for and interest in people from all backgrounds and allows employees to feel secure expressing their identity. 

(2) Next, ensure that there are systems in place to support employees who speak up about diversity and equity issues at your organization. Make sure their concerns are heard, not diminished or dismissed.

(3)  Finally, frame your D&I initiatives in a way that conveys sincerity. At the organizational level, your diversity initiatives should absolutely focus on increasing representation of different groups. But at the day-to-day, person-to-person level, your inclusion efforts must be about individuals and their specific experience at work.
This tip is adapted from “Are Your D&I Efforts Helping Employees Feel Like They Belong?,” by Michael Slepian

How to Network Remotely as a Person of Color

 Mon 14 Sept 2020

How to Network Remotely as a Person of Color

Research finds that traditional networking can be challenging for professionals of color, who may feel uncomfortable in white-majority spaces and face bias from their white peers.

(1)  Networking from home may offer new opportunities to build relationships in ways that feel more comfortable and authentic. Consider reaching out through social media or a direct message to someone you’ve known for a while, but haven’t spoken with in some time. Rekindling these relationships will help you feel a bit more connected during this ongoing crisis and may also lead to job opportunities down the line. 

(2) In addition, you can participate in virtual learning events, which have largely replaced in-person professional conferences. Most colleges and universities are offering a variety of seminars, which can be good places to meet like-minded peers through workshops and discussion groups. 

(3) And don’t forget to maintain contact with mentors, champions, and sponsors, who are crucial in helping you build your best future, especially during a time of uncertainty. These tactics for staying connected can benefit anyone working remotely, but particularly people of color.
This tip is adapted from “Remote Networking as a Person of Color,” by Laura Morgan Roberts and Anthony J. Mayo

Turn Self-Doubt into an Opportunity to Improve

 

***

Fri 28 May 2021

Turn Self-Doubt into an Opportunity to Improve
Imposter syndrome is the persistent, nagging thought that tells us that we’re undeserving of our achievements. If you’ve ever felt that way, you’re not alone. So, how can you channel feelings of self-doubt into something more constructive and productive? Here are some tips.

   (1)  Reframe self-doubt. Instead of shying away from experiences that trigger your doubt, deliberately embrace them. Remember that challenges are opportunities to learn. Think of your nerves as a reminder that there is always room to grow.
   (2)  Be okay not being the smartest person in the room. Ironically, you appear more confident when you demonstrate the humility and courage to ask about what you don’t know.
    (3) Cherish feedback, even when it’s critical. No one likes to hear what they’re doing wrong, but that’s the only way to grow. Assume good will from the feedback giver. They took the time to point out your development areas because they want to see you improve and believe that you can. After receiving the feedback, take some time to plan out how you will apply it — you might even do this with the person who gave it to you.

This tip is adapted from “How to Make Friends with Your Inner Imposter,” by Amantha Imber

Adopt a More Systematic Approach to D&I

 

Thu 27 May 2021

Adopt a More Systematic Approach to D&I

Diversity and inclusion have risen to the top of many companies’ priorities in the past year. But progress has been slow. To deliver on the promises made, leaders need to adopt a more systematic, coherent approach to D&I. Here are five strategies that can help you see real outcomes.

   (1)  Ensure the CEO positions themselves as the top champion.
 They need to be out front, even if there’s also a Chief Diversity Officer on the leadership team.
   (2)  Center diversity and inclusion in strategy.
D&I should be embedded in the activities of the organization day in, day out. Increase the number of non-white individuals involved in the design and execution of the strategy to better reflect a broader group of stakeholders.
   (3)  Pivot from one-time diversity training to long-term leadership development.
 D&I training is most effective when (a) it’s part of an enterprise-wide strategy, (b) includes both awareness and skills development, and  (c) is conducted over time.
   (4)  Mitigate implicit bias in talent-management and hiring.
Undertake a thorough investigation of your company’s policies and processes to understand which ones limit opportunity.
    (5) Hold executive leaders accountable for outcomes.
 Define key performance indicators around diversity results that focus on representation (such as hiring, promotion, and mobility outcomes) and inclusion results that focus on day-to-day experience (such as employee engagement, equity, and psychological safety outcomes) and track those metrics aggressively.

This tip is adapted from “5 Strategies to Infuse D&I into Your Organization,” by Gena Cox and David Lancefield

Don’t Let an Underperforming Coworker Drag You Down

 
Mon 24 May 2021


Don’t Let an Underperforming Coworker Drag You Down

Having a colleague who makes mistakes, misses deadlines, or just plain slacks off is more than a work-day frustration. It can negatively affect your performance and even your career. To keep your coworker’s underperformance from dragging you down, take steps to protect your professional reputation. 

For example, if you and this colleague are collectively responsible for completing a project, make sure expectations and roles are clearly defined and documented upfront, and that your manager is aware of these agreements. This ensures that you won’t get blamed if your colleague fails to do their part, and ensures you'll get credit for holding up your end of the bargain. Also, look for ways to reduce your interdependence by requesting assignments that don't involve the slacker whenever possible. Your goal is to clearly demonstrate your competence so that your coworker’s performance doesn’t taint your reputation.
This tip is adapted from “When You’re Stuck Working with a Slacker,” by Rebecca Knight

Ask Job Candidates This Key Question !

 Wed 26 May 2021

Ask Job Candidates This Key Question ! 

As a hiring manager, there’s one key question you should ask every job candidate:
How do you learn?
Of course, you want to bring in employees with impressive achievements and qualifications, but a person’s future performance will largely be determined by how intentionally and systematically they develop their skills.
So spend some time digging into the question of learning during the interview process.
(1)  Ask the candidate about something they’ve learned recently and how they could apply it to the role for which you’re considering them.
(2) Be open-minded about what counts as learning. They might have taken a lesson or developed a new perspective from online courses, books, people, poems, songs, films, conversations, observations, reflections, memories, and much more !
 So inquire about what kind of content the candidate tends to rely on to acquire new skills and insights. To emphasize the importance of learning on your team, you should also be prepared to answer the question yourself.

" When was the last time, you did something for the first time ? " is the question .
This tip is adapted from “Identify — and Hire — Lifelong Learners,” by Marc Zao-Sanders

Model Kindness on Your Team

 Fri 21 May 2021

Model Kindness on Your Team
( Leadership & Team Management Tip )
The benefits of kindness at work are well documented.
But how do you actually promote caring and generosity on your team?
(1) First, take the lead. People are highly attuned to the behaviors of high-status team members; when you give

compliments to your employees, they’re likely to emulate your behavior.
(2) Second, set aside time during Zoom meetings for a “kindness round ! "
In which team members are free to acknowledge and praise each other’s work. This doesn’t need to take up much time — even

just a few minutes is plenty of time to boost morale and social connection.
(3)  Finally, consider small, peer-nominated spot bonuses to allow people to recognize their colleagues’ work. If you have

a limited budget, a gift card or a small gift can show appreciation that goes a long way.
Coclusion :  It’s your job as a leader to set a tone of kindness on your team. These small gestures can have a big impact.
This tip is adapted from “Don’t Underestimate the Power of Kindness at Work,” by Ovul Sezer et al.

Establish New Rules for Communicating in a Hybrid Office

 

Thu 20 May 2021

Establish New Rules for Communicating in a Hybrid Office

Many of us are in the midst of a major transition from remote to hybrid work, which is affecting how we communicate with our colleagues. As a manager, it’s essential to help your team establish new norms around digital interactions. This should be a collective process so set up a group brainstorm with the explicit goal to document new rules and expectations around how you will communicate in a hybrid environment. Here are a few key questions to ask.

    (1) What’s been the most collaborative experience you’ve had in each of the channels we use as a team (email, Slack, virtual meetings, etc.)?
    Based on these positive experiences, what norms do we want to keep or establish for each channel? What are realistic expectations around message length and response time?
    (2) As we transition to hybrid work, how will we continue to include our remote employees and avoid potential biases?

Once you’ve outlined the team’s ground rules, document them and share them in a public place so that people can refer to them when needed.

(3)  But don’t assume they’re set in stone. Check in with your team after a few weeks to see if the rules of engagement need to be tweaked.
This tip is adapted from “Did You Get My Slack/Email/Text?,” by Erica Dhawan

Set Yourself Up for a Promotion

 Fri 14 May 2021

Set Yourself Up for a Promotion

It’d be great if doing good work was enough to get yore than that. To make the case that you’re reaou a promotion. But it usually takes mdy to move up, you also need to convince those making the decision, especially your manager. Here’s how.

    (1) Keep a record of your wins. Track all of your achievements. Surpassed your goals? Cracked a big account? Make a note every time you accomplish something, and add it to a folder on your desktop or in your email. Include shoutouts from colleagues or clients.
   (2)  Plant the seed. Promotions don’t happen overnight, and it could often take months to build your case. Initiate the first conversation (of many) with your manager either during your annual performance review or after you’ve surpassed a major goal.
    (3) Present a persuasive case. Explain to your manager how you’ve grown, how your responsibilities have increased, and how your work has helped the company achieve its goals, using the data you’ve tracked as evidence.

Making a case for your next promotion can be a tedious and trying journey. Preparing early for the conversation is the best way to boost your chances.
This tip is adapted from “Do You Want to Get Promoted?,” by Ruchi Sinha

What to Think About Before Asking for Help

Wed 12 May 2021

What to Think About Before Asking for Help

We’ve all been there: you’re doing your work, get stuck, and need help — but you’re worried about bothering your coworkers or asking an obvious question. 

(1) The first step to asking for help isn’t to ask — it’s to confirm if your question is worth asking. This means doing your homework. Is this something you could feasibly learn by yourself? If not, the next step is to identify the least disruptive way to gather the information you need from someone else. 

Ask yourself three questions:

(a)  Who is the best person to ask? 

(b) When is the right time?

(c)  And where is the right place?

 

 Often, the ideal time will be when you’re already talking. So, if you’re meeting together, try asking, “Would you have a minute when we’re done to answer a few questions?” 

(2) If you’re in touch via email or instant messenger, consider adding on your questions to an existing conversation. 

(3) And don’t just make your request without context; you want the person to know you value their time so share the work you’ve done to help yourself before you decided to approach them.

(4)  Finally, if they’re able to give you the answer you're looking for, have a system in place that will help you hold on to the information and access it later. You don't want to have to ask for help with the same issue twice.

This tip is adapted from “How to Ask for Help at Work,” by Gorick Ng

Avoid These 3 Pitfalls When Leading Organizational Change

 Tue 11 May 2021

Avoid These 3 Pitfalls When Leading Organizational Change

 
Leading an organizational transformation is hard. If you’ve got a major change on the horizon (or if you're currently leading one that's stuck in a ditch), you need to be aware of three common pitfalls — and how to avoid them.

    (1) Don't underestimate the scope of the work !

 Executing a transformation at scale typically requires more time and coordination than leaders expect. To counter this, make sure you have realistic expectations. Take an incremental approach to the overall goal by launching a series of small-scale projects and initiatives led by distinct teams. And be sure that all of these related initiatives — and the people who lead them — are aligned, communicate effectively, and avoid taking on overlapping or conflicting work.

   (2)  Don’t overestimate your employees' capacity to execute your vision while continuing to carry out their existing day-to-day responsibilities. Listen for feedback about their ability to deliver. Be ready to adapt accordingly.
   (3)  Don’t hide why this transformation is important to you. Be transparent and express why you believe the organization should move in this new direction. You want to be a leader who inspires trust throughout the transition.

This tip is adapted from “How Leaders Get in the Way of Organizational Change,” by Ron Carucci

How to Present to a Hybrid Audience

 Mon 10 May 2021

How to Present to a Hybrid Audience ( some people in the room , the rest are on Zoom ! )

Keeping your audience engaged during a presentation is always a challenge, but it’s even harder when some people aren’t in the room. What can you do to make your hybrid presentations more inclusive, energetic, and effective? Here are a few tips.

   (1)  Require cameras to be on. This will allow you to engage visually with everyone. To level the playing field even further, consider asking in-person participants to bring their laptops and turn their cameras on.
   (2)  Emotionally engage remote participants. Greet virtual participants personally at the beginning of the session and continue to address them throughout the presentation.
   (3)  Make direct eye contact. Begin by looking deliberately at the camera to send the message that the people not in the room are equally important. Throughout the presentation, switch back and forth between making eye contact with those in the room and returning your focus back to the remote participants.
    ( 4) Foster collaboration. Have virtual and in-person participants work together, rather than splitting the group into in-person and remote breakout rooms.

This tip is adapted from “How to Nail a Hybrid Presentation,” by Sarah

Set Up a Virtual Internship Program

 

Fri 07 May 2021

Set Up a Virtual Internship Program
Internship programs play a critical role in many companies, helping develop future workers’ skills as well as your company’s talent pipeline. How should you adapt your program to a virtual landscape? Here are three steps to take.

    (1) Listen, listen, listen. Treat your interns and internal stakeholders like customers and proactively try to understand their wants and needs. Use these insights to shape your program.
    (2) Create substitutes for in-person engagement. Conduct an extensive training session to make introductions between the interns and their managers, provide an overview of the program, share best practices for remote work, and set expectations. You may even want to create an intern buddy system that pairs two participants for the duration of the program.
    (3) Take advantage of remote-work benefits. The virtual setting offers ways to bolster diversity and inclusivity by removing geographic or accessibility limitations of the physical office.

This tip is adapted from “How to Create a Successful Virtual Internship Program,” by Sandra Rivera

Don’t Revert to Old Norms When Returning to the Office

 Tue 18 May 2021
Don’t Revert to Old Norms When Returning to the Office
If you work in a place where pandemic restrictions are easing up, and you’re headed back to the office, it may be tempting to get back to “business as usual.” But this is the perfect opportunity to reflect on how you want your team to operate differently going forward. Which new practices do you want to keep? Which ones do you want to let go?

 Start by identifying which new practices were successful, why they were successful, and under which circumstances they’ll continue to be useful. You can do this by surveying your employees to understand what they did differently during the crisis and then conduct follow-up discussions about what worked for them and what didn’t. 

 Next, help your team unlearn outdated practices. Maybe in-person meetings are no longer important to your organization, or the traditional 9-to-5 workday doesn’t need to be the team-wide standard. Communicate clearly that your expeMost people will instinctively revert to old routines so, finally, reinforce the new practices and procedures ctations as a manager have changed. until they turn into habits.
This tip is adapted from “Resist Old Routines When Returning to the Office,” by Vijay Govindarajan et al.a

Build Meaningful Connections with Your Colleagues

 

Thu 13 May 2021

Build Meaningful Connections with Your Colleagues

If you see networking and work interactions as purely transactional, you’re likely missing out on the deeper connections that are often integral to career success and growth. But how can you actually bring your authentic self to these professional interactions? Start by trying to think of everyone you come across as a real-life connection, not just a work contact. Shifting your mindset in this way will help you start to build genuine relationships. Show interest and be present with your colleagues — even when you don’t need something from them. Listening is the best tool for this. Pay attention to other people’s interests and passions, and follow up when you come across something — a podcast, an article, an internet meme — that reminds you of them. Finally, set boundaries. Bringing your true self to work means being vulnerable, and not everyone needs, or deserves, to see that side of you. You get to decide where and how you express your authentic self. Save your energy for the relationships that you believe will bring you energy and joy.
This tip is adapted from “How Much of Your “Authentic Self” Should You Really Bring to Work?,” by Susan McPherson

Combat WFH Paranoia

 Wed 05 May 2021

Combat WFH Paranoia

 
Remote work has brought a slew of new challenges. It can be hard to interpret your colleagues’ body language, facial expressions, or the nuances of feedback from a distance. And spending time alone in your home office can make you feel stuck in your own head. For example, it’s easy to slip into a little paranoia while waiting for your boss to reply to an email. Here’s how to stop this irrational suspicion. (1) Start by proactively talking to your colleagues about communication style, including how decisions will be made, and how you’ll handle conflict or differences of opinion. Knowing each other’s expectations in advance will help you from jumping to conclusions later. 

(2) Next, channel empathy when you’re feeling anxious. Depersonalize others’ actions by putting yourself in their shoes and asking: What’s the most generous interpretation of their words or behavior?

(3)  Do your best to compartmentalize your anxieties. Try to mentally disconnect from work-related worries at the end of the day. (4) And finally, stop saying yes to everything. Paranoia can lead you to people-please, and the desire to stay in the loop may lead you to overextend yourself. But this tendency is a surefire path to burnout.
This tip is adapted from “Managing Your WFH Paranoia,” by Melody Wilding

Showcase Your Accomplishments Without Bragging

 
Thu 29 April 2021

Showcase Your Accomplishments Without Bragging

Success at work often depends on being — and being seen as — both competent and likable. You need people to notice your growth and accomplishments while also enjoying your company. But how do you showcase your work without coming across as a shameless self-promoter? Here’s a few tips:

(1) Share when asked.

 Humility is admirable. But if someone requests information or an answer that requires you to reveal positives about yourself, you should oblige. Research indicates that when someone details an accomplishment in response to a direct question, others don’t judge that person as any less agreeable.

(2) Share when others are sharing. The penalty for bragging seems to dissipate when others in the room are engaging in self-promotion.

(3) Find a promoter. Peers, bosses, mentors, and sponsors will likely be happy to speak up on your behalf if and when you ask them to.
This tip is adapted from “Savvy Self-Promotion,” by Leslie K. John

***

 Tue 27 April 2021 

Taking Over for a Bad Leader? Follow These Steps.

Every leader has to face their predecessor’s legacy. What should you do when you're replacing someone who was particularly inept, unlikeable, or controversial? Here are three strategies that can help you manage the transition — and help your team move on:

1. Acknowledge the contributions of the previous leader. Don’t only highlight their shortcomings or blame them for all of the organization’s current challenges.

2. Create space for reconciliation and establish a direction for the future. Most bad leaders’ actions are, in part, rooted in good intentions. Openly acknowledging the gap between the previous leader’s vision and their results will create room for forgiveness and help you set a new course.

3. Seek to understand your employees’ experience. Some people may remain supportive of previous leadership, while others directly felt adverse effects. Ask your team what they want and need going forward — and do your best to oblige.

You don’t automatically become a good leader merely by taking over for a bad one. Ultimately, you become a good leader by distinguishing yourself, being inclusive, and having an eye toward the future.

This tip is adapted from “What Good Leaders Do When Replacing Bad Leaders,” by Andrew Blum

Manage a Top Performer Who Isn’t a Team Player

Sat 22 April 2021 

Manage a Top Performer Who Isn’t a Team Player

Having a supremely talented and confident employee is a wonderful thing — except, of course, if that person is alienating their colleagues. How can you help this dominant personality improve their relationships? For starters, you need to provide some tough feedback. Be honest about how they’re being perceived, and explain the consequences of their behavior. Say something like, “In order to live up to your talent, you need to consider how you might be standing in your own way.” Next, encourage them to develop more empathy and consider their colleagues’ perspectives and viewpoints. You might say, “What matters to this person? What is their biggest concern? How can you find common ground with them?” Your objective is to foster their social and self-awareness. But don’t expect your efforts to yield immediate results. Behavioral changes take time. Encourage your employee to be patient as well — with themselves and others.

Does Your Company Use Inclusive Language Globally?

 Fri 21 April 2021

Does Your Company Use Inclusive Language Globally?

The language a company uses can make a big difference in ensuring that people from diverse backgrounds feel seen and appreciated. 

(1) That’s why many organizations are developing inclusive language policies to eliminate problematic terms, such as “man hours” or “blacklist/whitelist,” from both their external and internal content. 

If you’re a global company, you need to go a step further and pursue parallel efforts for all of the languages in which you operate.

(2)  Work with native speakers to identify terms or phrasing that could unintentionally exclude or offend your international customers, partners, or employees.

(3)  Also pay close attention to translations: For example, some languages (like French or Spanish) require adjectives to be gendered, and using them might inadvertently leave nonbinary users feeling excluded. These changes may seem subtle, but they’re an important way of making your company more inclusive for people of all identities in every language.

This tip is adapted from “Implementing Inclusive Policies Across a Global Organization,” by Nataly Kelly

Develop a Solutions-Oriented Culture for Your Team

Wed 19 April 2021 

Develop a Solutions-Oriented Culture for Your Team

When presented with new initiatives, some teams are really good at spotting potential problems. They readily ask tough questions and point out possible risks. But a team overly focused on finding problems, rather than solving them, can be detrimental to morale and productivity. So how do you change your team’s culture to become more solutions oriented? Here are a few dos and don’ts:

Do:

(1) Practice what you preach.

 Role model the problem-solving behavior and attitude you’d like to see in your team.

(2) Identify a trigger word to remind team members to focus on solutions.

 That way, when conversations veer off course, colleagues can help get it back on track.

(3) Reflect on how you can create an environment that allows for both creativity and critical thinking.

Don’t:

(a) Ignore or discount resistance to an obstacle. 

Instead, explore possible solutions by asking questions.

(b) Go it alone. 

Invite a consultant or a member of a different department to attend a team meeting. They might spark new strands of conversation.

(3) Be stingy with compliments. 

Publicly acknowledging team members’ creative thinking helps increase the sense that norms are shifting.

Onboard a New Remote Hire the Right Way

 Wed 19 May 2021

Onboard a New Remote Hire the Right Way

Whenever you’re on-boarding a new employee, the goal is to help them feel at home and excited about the work ahead. But when their interactions with you and the rest of the team are only virtual, how do you do that? Here are some tips.

   (1)  Get them off to a fast start. This means having their technology set up before their start date, and making sure they know who to go to with questions from day one. Assign them a dedicated onboarding buddy who can be their go-to person with the many spontaneous questions they’re likely to have.
   (2)  Facilitate strong relationships across the organization. Since you can’t rely on the organic and spontaneous relationship-building that happens in the office, be proactive and intentional about setting up a mix of formal and informal one-on-one interactions between the new hire and other individuals. Don’t forget to introduce them to colleagues across departments early and often.
    (3) Explain the culture and how work gets done. Make unwritten rules explicit, such as your company’s level of formality, dress code, virtual etiquette on videoconferences, communication norms, and working hours. It will be far less stressful if your new employee doesn’t have to guess at these issues.

This tip is adapted from “How to Set Up a Remote Employee for Success on Day One,” by James M. Citrin and Darleen DeRosa

Ask Job Candidates This Key Question ( How do you learn ? )

 Wed 2
Ask Job Candidates This Key Question
As a hiring manager, there’s one key question you should ask every job candidate: How do you learn? Of course, you want to bring in employees with impressive achievements and qualifications, but a person’s future performance will largely be determined by how intentionally and systematically they develop their skills. So spend some time digging into the question of learning during the interview process. Ask the candidate about something they’ve learned recently and how they could apply it to the role for which you’re considering them. Be open-minded about what counts as learning. They might have taken a lesson or developed a new perspective from online courses, books, people, poems, songs, films, conversations, observations, reflections, memories, and more. So inquire about what kind of content the candidate tends to rely on to acquire new skills and insights. To emphasize the importance of learning on your team, you should also be prepared to answer the question yourself.
This tip is adapted from “Identify — and Hire — Lifelong Learners,” by Marc Zao-Sanders

Start Strong and Stay Strong on a Long-Term Project

 Tue 25 May 2021

Start Strong and Stay Strong on a Long-Term Project

When faced with a new project, it’s easy to jump in with both feet. But having staying power to see the effort through can be more difficult. To make sure you not only start strong, but stay strong on a long-term project, set upper and lower bounds for how much time you’ll dedicate to it.

 What's the most amount of time you'll allow yourself to invest in a given task each day? What's the least amount of time?

 For example, if your goal is to write a book, you might decide to write no less than 30 minutes and no more than three hours per day. Or if you're trying to get in better physical shape, you may decide to work out no less than three times and no more than five times per week.

 Staying within those boundaries will help you defend against your own bad tendencies — whether that's procrastinating for days on end, only to cram in a lot of time at the finish line or overextending yourself early on to the point of burning out and abandoning the project altogether.
 Identify your habits and hold yourself accountable to your bounds. Doing so will set yourself up to sustain your energy over the long haul.
This tip is adapted from “4 Ways to Manage Your Energy More Effectively,” by Elizabeth Grace Saunders

Feeling Overwhelmed? Avoid These Mistakes

 Tue 04 May 2021

Feeling Overwhelmed? Avoid These Mistakes
When you feel overwhelmed, the way you react can actually make things worse. Here are five common, self-sabotaging mistakes to watch out for — and how to avoid them:

    You think you don’t have time for actions that might help you. Stop waiting for an ideal moment, and do something to help yourself immediately, such as finding a therapist, taking a day off to rest, or calling up a friend.
    You don’t use your unconscious mind enough. It’s unreasonable to expect to be focused all the time. Try taking a walk and letting your mind drift and see what solutions emerge.
    You interpret feeling overwhelmed as a weakness. Being hard on yourself will only lead you to procrastinate or become more perfectionistic. Replace your self-criticism with compassionate self-talk.
    You default to your traditional approaches and defenses. Our strengths may not always work to our advantage; for example, thoughtfulness can become overthinking, or high standards can lead to perfectionism. Be mindful of your instinctive reactions in order to stay flexible in your approach to problem solving.
    You withdraw from your support system. Find ways to connect with people even when you’ve got limited emotional energy.

This tip is adapted from “5 Mistakes We Make When We’re Overwhelmed,” by Alice Boyes

How to Manage a Team of Contractors and FTEs

 Fri 30 April 2021

How to Manage a Team of Contractors and FTEs

As a team leader, it’s easy to assume that everyone working together on a project should be treated and managed the same way. But full-time employees (FTEs) and contractors have different motivations, expectations, and needs. As a manager, you need to be conscious of those distinctions and adjust accordingly. Begin by holding one-on-one or small-group discussions with your FTEs, and then with your contractors to understand what people want to get out of the project personally and professionally. With these insights in mind, focus on team-building and alignment. Have a team-wide conversation to ensure that everyone is on the same page about the project’s overall goals, its organizational context, and the individuals involved — and reinforce this alignment throughout the project as needed. Finally, set clear ground rules and guidelines around communication, resources, and roles, aiming to fulfill everyone's distinct needs. This will set clear expectations and ensure that no resentment builds up throughout the project.

Lead Through Uncertainty

 Mon 03 May 2021

Lead Through Uncertainty
Uncertainty is unavoidable. As a manager, you need to be prepared to lead your team through murky waters, but doing so requires getting in the right mindset yourself. Here are six tips to help you shift your perspective:

   (1)  Embrace the discomfort of not knowing.
 Move from a know-it-all to a learn-it-all mindset. You don’t need to have all the answers.
  (2)   Distinguish between "complicated" and "complex" issues. They require different solutions.
  (3)   Let go of perfectionism. Instead, aim for progress, expect mistakes, and recognize that you have the ability to continually course correct as needed.
   (4)  Resist the urge to oversimplify and come to quick conclusions.
 Take a disciplined approach to understanding both the complexity of the situation and your own biases.
  (5)   Don’t go it alone. Connect with your peers who have their own set of experiences and perspectives to draw from.
  (6)   Zoom out. Taking a broad, systemic view of the issues at hand can reveal unexamined assumptions that would otherwise be invisible.

This tip is adapted from “6 Strategies for Leading Through Uncertainty,” by Rebecca Zucker and Darin Rowell