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

If You’re in a Slump, Try These Strategies to Get Your Energy Back

 

If You’re in a Slump, Try These Strategies to Get Your Energy Back

When you're feeling down, it can be hard to focus on work. The lower energy you feel, the less you do, the worse you feel emotionally, and the cycle continues. Fortunately, being productive can help interrupt that negative spiral and turn it around. (1)  Start by scheduling two types of activities daily: those that provide a sense of accomplishment and those that provide pleasure. These can be very simple — for example, you might find sitting in a sunny window to drink your morning coffee a source of pleasure, and a sense of accomplishment might come from exercising, vacuuming under your bed, or sending an email you’ve been putting off. (2) You also want to alternate between easy, medium, and hard tasks. In other words, don't do all your low-lift or heavy-lift responsibilities at once. Stagger them to break up the monotony of the day and boost your energy. (3)  Finally, if possible, find ways to take things off your plate, at least temporarily, by asking for your boss’s help and delegating whenever you can. You may even find that your productivity doesn’t decrease when you cut down your responsibilities. Instead, you'll be forced to prioritize deep work and the tasks that add the most value.

This tip is adapted from “How to Get Something Done When You’re Feeling Down,” by Alice Boyes

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

Is Your Distributed Team Ready to Face Another Crisis?

 Thu 11 Nov 2021 

Is Your Distributed Team Ready to Face Another Crisis?

If the last year plus has taught us anything it’s that it pays to be prepared for a crisis. This applies to your team too, and if you're managing a distributed team — one where employees are working from multiple cities, states, or even countries — it's possible that a disruption, such as a natural disaster, will impact some of your employees but not others. 

(1) To make sure the group is able to withstand turmoil and recover quickly, put in place digital tools that ensure any team member can find the latest project updates and files at any time so that they can carry on work if others are unavailable. 

(2) Also, make clear how people should communicate if your primary way of connecting goes down. Think through contingency plans — for example, who is the de facto decision-maker if the team is unable to get a hold of the leader? And routinely explain the logic and criteria behind decisions so that everyone has a shared understanding of priorities.

(3)  “What would I do if…” should become part of the team’s regular thought process.

(4)  Remember that the group will be able to better weather the crisis if they already trust one another and know how to cooperate, so, to the best of your ability, regularly bring your distributed team together in the same space to forge those connections.

This tip is adapted from “Managing a Distributed Team Through Natural Disasters (And Other Crises),” by Eric J. McNulty et al.

Hire and Retain the Tech Talent You Need

 Fri 12 Nov 2021 

Hire and Retain the Tech Talent You Need

It’s tough to hire good talent right now — and that’s especially true when it comes to employees with technical skills, who are in particularly high demand. To identify and attract top tech talent, regardless of your industry, try these three approaches:

(1) Take a broad view of the talent pool. 

Don’t just stick with the typical sources of recruits. Objectively testing for capabilities and skills, rather than relying on past experience, credentials, and connections will open up more opportunities for underrepresented candidates and widen your company’s talent funnel.

(2) Highlight access to senior leaders.

 The best talent wants to work in places where they can have real impact and their voices are heard. Make clear that senior managers are visible and willing to engage directly with employees.

(3) Foster a culture of coaching and development. 

High-quality tech employees will expect opportunities to continually improve their skills, and a focus on development will allow you to bring in candidates who have the right capabilities, but not necessarily the experience. Garnering a reputation for investing in your people will bring in a high-caliber, diverse workforce.

This tip is adapted from “How to Attract Top Tech Talent,” by Jonathan Frick et al.

Use Your Privilege to Become a Better Ally !

 Mon 04 Oct 2021

Use Your Privilege to Become a Better Ally ! 

Prologue : To be born with a social privilege is not anyone's fault . If you are born as a male, from forward caste, in a well to do family, to educated and influential parents who know who's who of the society , it's not your fault at all ! 

If anything, that privilege can be used to support the less privileged . It can be women, people from weaker sections, minorities , or any other marginalized sections like LGBT , people with special abilities . 

Here are 3 tips from Harvard Business Review . 

 You want to support your colleagues of color ( or women, in our case ! ) 

You want to CALL OUT sexist comments. You want to use inclusive language. But you can’t be a better ally unless you recognize your own privilege and then use it for good ! 

 Privilege is a special right, advantage, or immunity granted or available only to a particular person or group based on an aspect of their identity, such as race, GENDER , wealth, education, or ability ( and in Indian Context, CASTE ! ) 

Reflect on the ways that you have advantages and then use them to ' level the playing field ' . Here are some ways to do that ! 

(1) Broker introductions, broaden their network .  

A quick, “I’d love to introduce you to [name] given that you’re both interested in [topic]” can often help someone build their network and unlock opportunities that they might otherwise not have access to ! Increase or expand the network of the less privileged . 

(2) Help others be seen and heard. 

If you hear a good idea from someone who doesn’t typically speak up, or you witness good work from someone who isn’t particularly visible, be doubly sure that others hear it, know about it, and give CREDIT  where credit is due.

(3) Take on your share of the non-glamorous work. 

To prevent non-promotable, perfunctory or repetitive   tasks from disproportionately falling upon women or people of color, propose taking turns so that the load is shared. If your boss asks for someone to take notes during the team meeting or for a volunteer to call in the lunch order, consider stepping up to the task.

This tip is adapted from “5 Terms You Should Learn to Become a Better Ally,” by Kelsey Alpaio and Rakshitha Arni Ravishankar

" Make Your Organization Change-Ready ! "

 Tue 05 Oct 2021

" Make Your Organization Change-Ready ! " 

The best time to prepare for change is before it starts. But you don’t always have that luxury, especially when the future is uncertain and unstable. Instead you need to equip your organization to thrive in a state of constant change by reshaping its relationship to it. Here’s how:

(1) Convey a different mindset.

 Don’t talk about change as something to be controlled and managed , or ' handled' or ' dealth it . Change has to be ' accepted ' and then acted upon ! For , it happens due to external factors BEYOND our control !  Have an attitude that any change — good or bad, big or small, expected or unwelcome — is an opportunity for growth and improvement.

(2) Conduct a “change audit.”

 Assess your organization’s readiness for a world in constant flux. Where is change hitting hardest in your organization? Which departments, functions, and teams have excelled despite the instability of the last 18 months — and why?

(3) Assign someone to be responsible for your organization’s change-readiness.

 Depending on the size of your organization, it may be time to add a chief change officer whose cross-functional role is dedicated to helping the entire company prepare for a change-heavy future.

This tip is adapted from “A Futurist’s Guide to Preparing Your Company for Constant Change,” by April Rinne

Before Quitting, Consider These 4 Reasons to Stay

 

Mon 18 Oct 2021

Before Quitting, Consider These 4 Reasons to Stay

It might feel like everyone is quitting their jobs right now and you might be tempted to follow in their footsteps, but don’t act rashly. It’s important to take a hard look at whether leaving your current organization is in fact the best way to achieve your long-term career goals. Here are some reasons you may want to stick around for a while longer.

  (1)   You have a mentor or sponsor in place.
 If you’re lucky enough to have someone advocating for you at this time, it may be worthwhile to double down, work hard, and let them know how committed you are to the company. During times of change and turnover, they may invest more in you, even putting your name forward when opportunities come up.
  (2)   Opportunities are opening up.
 With lots of people leaving, there’s a good amount of shuffling inside more organizations. These shifts could result in new projects, roles, or responsibilities that you could take on.
  (3)   You’re crushing your goals.
 If you’re excelling — solving tough problems, knocking your tasks out of the park, and earning a standout reputation for your efforts — why leave now? Stick around to reap the benefits of your stellar performance.
   (4)  You have leverage to negotiate.
Now is a great time to discuss pay, workplace flexibility, and development opportunities like leadership training and coaching support. Talk to your boss about what you want your future to look like at your company.

This tip is adapted from “5 Reasons Not to Quit Your Job (Yet),” by Amii Barnard-Bahn

Make That Big Career Move Less Risky

 Make That Big Career Move Less Risky

It’s tempting to jump on the Great Resignation bandwagon. But before you quit your job or make any big career move, guard against the potential risks.
(1)  First, remember that we bring many biases to our decision making and it’s tough to be objective. So get help. Run the career move by people who can challenge your assumptions. Look for someone who has no vested interest in your ultimate decision, and remind them that they can only help you by being completely honest.
(2)  Next, consider whether there’s a less risky way of achieving your career objectives. Is there a way to get what you want professionally by staying at your current organization? Could you take a sabbatical or transition to part-time to try something new while keeping your job security?
(3) And if you decide that a big change — like leaving your job or starting a company — is really the best decision, have a backup plan and a rock-solid network in place in case you find you've made the wrong move after all.
This tip is adapted from “A Measured Approach to Making a Drastic Change,” by Mark Mortensen

Learning Should Be a Daily Practice ! 4 Tips to do so .

 Wed 10 Nov 2021

Learning Should Be a Daily Practice ! 4 Tips to do so . 

No matter what industry you’re in or how long you’ve been in it, the ability to learn is an essential skill. But it’s not as simple as acquiring knowledge. It’s a regular practice of trying out new things and seeing the world in new ways.
(1)  So conduct experiments as part of your daily work, whether it’s using a new productivity tool or trying out a new approach to meetings.
(2) Keep a log where you track the experiments you’re running and reflect on what you’re learning along the way. You might also look for opportunities to learn from others.
(3) Set a goal of having one "curiosity coffee" each month, virtually or in person, with someone you haven’t met before. This might be someone in a different department who will help you view your organization through a new lens or someone in your profession at another company who could broaden your knowledge.
(4) You can also make learning a team activity. Try a weekly or monthly skills swap, where people can share a skill they’re happy to help others learn.
This tip is adapted from “Make Learning a Part of Your Daily Routine,” by Helen Tupper and Sarah Ellis

Stop Getting in the Way of Your Own Creativity

Mon 01 Nov 2021

 Stop Getting in the Way of Your Own Creativity

 
When you’re trying to innovate, emotions like fear, doubt, regret, and frustration can get in your way. Yet, they’re normal to feel. So how do you manage these feelings so they don’t stand in your way of being creative? Here are some common emotional hurdles — and what to do about them:

  (1)   The fear of getting started.

 Pursuing a truly innovative idea almost always involves risk and you might be worried that you don’t have the confidence or competence to succeed. Identify the source of your concern then seek out the information or partners you need to compensate for any shortcomings.
   (2)  The frustration of setbacks.

 Everyone knows it's important to learn from failure, but that doesn't mean it's easy to do. It's a process that requires conscious effort and discipline. If you do stumble, dissect what went wrong, process your grief, and reframe your misstep as an opportunity for a turnaround.
   (3)  A tendency to go into overdrive.

 Passion is a good thing. But if unbridled, it can hamper critical thinking. Schedule breaks and continually double check with those around you that you're on the right track.

This tip is adapted from “Stop Sabotaging Your Ability to Innovate,” by Cyril Bouquet et al.

" Be professionally involved but personally detached . Stop Calling Your Team a "Family" ! Why ? "

 Team building tip . A Contrarian View !
" Be professionally involved but personally detached . Stop Calling Your Team a "Family" ! Why ? "

You might assume describing your team as a "family" is a good thing !
 After all, that word describes a group that is close and supportive of one another. But selling your team on the idea of being a FAMILY  can encourage unhealthy dynamics where (a) personal and professional lines begin to blur, (b) undying loyalty is expected, and (c) people feel taken for granted ( like home makers usually are ! )
 Instead, you want to acknowledge the ' transactional '  nature of professional relationships while ALSO encouraging trust, respect, and fun. Here are tips to draw that fine line .
 
(1)  Rather than sending a family-centered message like “We’re all in this together,” try “We share the same purpose and goals" (making clear what those purposes and goals are ! ).
(2) Set boundaries around personal and professional time; outline when and where it’s appropriate to work (like not on vacation!). Let everyone know that time off is not only encouraged but expected.
(3) Finally, acknowledge that most people won’t stay at the same company for their entire career and that it’s okay for people to move on when they’ve outgrown their roles !
Courtesy : Harvard Business Review
This tip is adapted from “The Toxic Effects of Branding Your Workplace a 'Family',” by Joshua A. Luna

Want a High-Performing Team? Focus on Social Connections !

 Tue 02 Nov 2021

Want a High-Performing Team? Focus on Social Connections !

 
Every leader wants to solve the puzzle of what makes a high-performing team. One piece that’s often missing is the importance of social connections. If you're trying to supercharge your team, here are research-backed ways you can foster greater connectedness:

  (1)   Invest time in bonding over non-work topics.
The best teams aren’t more effective because they work all the time. In fact, discussing things not related to work — sports, books, and family, for example — reveal shared interests, allowing people to connect in genuine ways, which yields closer friendships and better teamwork.
  (2)   Create a culture where expressing appreciation is the norm.
 Recognition is often a more powerful motivating force than monetary incentives. And an acknowledgement of good work shouldn’t just flow from the top down. Make it a norm for peers to express appreciation for one another as well.
  (3)   Put a premium on authenticity.
 It's important to create an environment where employees feel comfortable candidly expressing both positive and negative emotions — as well as complimenting and joking with teammates.

This tip is adapted from “5 Things High-Performing Teams Do Differently,” by Ron Friedman

Give Your Employees Autonomy in the Hybrid Workplace

 
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Wed 03 Nov 2021

Give Your Employees Autonomy in the Hybrid Workplace

You're probably hearing a lot about the importance of providing employees with flexibility when it comes to hybrid work. But that can mean different things to different people. Keep in mind that being “flexible” is less about the exact number of days in the office and more about giving employees autonomy.

 So develop a hybrid-work approach that prioritizes people’s ability to make their own decisions about where and when to work. 

Start by establishing principles, not policies. 

 

For instance, rather than stating “everyone needs to spend a minimum of three days in the office per week,” you might say something like “there is inherent value in both the physical office and remote locations — we strongly encourage employees to consider which locations best enable them to most effectively carry out certain tasks.”

 

  You want to set a guideline for best practices without dictating where people work. Then support people’s ability to work autonomously, by investing in learning and skills development and making sure everyone has the right tools and technologies to be effective from anywhere.
This tip is adapted from “Forget Flexibility. Your Employees Want Autonomy,” by Holger Reisinger and Dane Fetterer

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 Fri 05 Nov 2021

What to Tell Your Boss When You’ve Decided to Quit

If you’re one of the many people who’ve decided to quit your job recently, it’s important that you handle it gracefully. As soon as you’ve made the call, set up a time to tell your manager. You may have already talked it over with some close colleagues, but you don’t want your boss to find out that you’re leaving before you have a chance to explain your reasoning. Even if you don’t have the best relationship, keep in mind that they are likely to be contacted as a reference by future employers, so you want to leave on good terms. Don’t put off the conversation. It’s better to share the news sooner rather than later. You can cut to the chase by saying something like: “After a lot of consideration, I’ve decided it’s time for me to move on to the next chapter of my career. My goal for this conversation is to discuss how to make the transition as smooth as possible for us both.” If you can be honest and straightforward about why you’re leaving, do so. But if your boss is a big part of why you quit, you don’t have to say so. Frame your reasoning around what you want to do instead: a different kind of role, a new industry, or even just that you feel the need to shake things up.
This tip is adapted from “How to Quit Your Job: An HBR Guide,” by Amy Gallo

Get Yourself Ready for In-Person Interactions with Colleagues

 

Thu 04 Nov 2021

Get Yourself Ready for In-Person Interactions with Colleagues

Returning to in-person work can be awkward. You may have grown a bit distant from your coworkers and less accustomed to their rhythms. To get back in sync and make your interactions go a little more smoothly, there are several steps you can take. First, calm your nervous system, especially if you’re feeling anxious. Just before your next meeting starts, pause for a moment, focus on your breath, and tune into your environment. This will help you give your undivided attention to the room (or Zoom). Actively listen. As you hear what your teammate is saying, check in with yourself occasionally to be aware of your own feelings. Are you distracted or nervous? Are you thinking about what you want to say next? Try to stay in the flow of the interaction with them for at least a few minutes, without getting too stuck on your own worries, agenda items, or digital distractions. This will help you stay present and signal to your colleague that you're really listening — and it will serve as a model for how they can do the same.
This tip is adapted from “Getting Back to the Basics of Human Connection,” by Edward S. Brodkin and Ashley A. Pallathra b

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It’s Time to Give Timeboxing a Chance

 

Thu 07 Oct 2021

It’s Time to Give Timeboxing a Chance

Do you often find yourself perpetually putting off tasks that should be done today...then tomorrow...then the next day...then the day after that? And maybe a to-do list just isn’t helping you get things done? Try timeboxing instead. Translate your to-do list into blocks of time on your calendar, scheduling each task, and sticking to that schedule. This gives you a plan for not just what to do, but when to do. This technique has several benefits. For example, it removes the paradox of choice. We all have to make so many decisions every day, and timeboxing eliminates the need to choose between a multitude of tasks on a seemingly never-ending to-do list. It also helps with prioritization. Faced with a long list of tasks, we tend to pick ones that are easy or urgent. If you’re putting the tasks on a calendar, you can prioritize what’s important. Having all of those calendar appointments also gives you a track record of what you’ve accomplished. You don’t have to rely on your memory or keep a running list of crossed-off tasks. Instead, you can refer to when you need a concrete record of the projects you’ve completed.
This tip is adapted from “What’s the #1 Productivity Tool? For Me, It’s Timeboxing,” by Neha Kirpalani

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Back Out of a Commitment Gracefully or " How to say ' No ! ' after saying ' yes ' !

Back Out of a Commitment Gracefully or " How to say ' No ! ' after saying ' yes ' !

Have you ever said “yes” to something — taking on a new project, leading an internal committee — and later wished you had said “no”? It’s not always possible to back out, but, when done gracefully, you may be able to uncommit in a way that keeps your reputation intact and your relationships strong. Here are some strategies to keep in mind.

    (1) Consider the cost.
Before you deliver the news, make sure that backing out is the right decision. Maybe the opportunity would have enough upside that it would be worth it even if it means working flat out for a period of time. However, if the costs outweigh the benefits (such as the impact on your personal life or your current projects), then it’s better to withdraw.
   (2)  Be diplomatic but truthful.
When you deliver your message, be direct, thoughtful, and above all else, honest. But resist the temptation to overexplain. For example, you might say: “When I said I could join the committee last month, I fully believed I had enough bandwidth to do a great job. After taking a closer look at my calendar, I realized I’ve overextended myself. This means I won’t be able to participate.”
  (3)   Offer an alternative.
 Don’t leave the person high and dry. If possible, propose a different timeline, reschedule the commitment to a new date, or say that you'd love to collaborate on a future project (assuming you do). This will help you preserve the relationship, even after saying "no."

This tip is adapted from “How to Say 'No' After Saying 'Yes',” by Melody Wilding

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4 networking tips for introverts

 Networking tips for start up s and introverted freelancers !

Hate Networking? This Tip Is for You
Do you feel awkward making small talk when meeting new people?
Do you hate the feeling of walking into a large conference hall and seeing a sea of strangers? Networking doesn’t have to be scary or hard. Here's how to navigate these uncomfortable waters.

(1)     Look for like-minded, hesitant networkers.
You are not alone. At an in-person event, look around. There is likely someone who is standing by themselves or is in a group but not really participating in the discussion. Approach them and strike up a conversation.
  (2)   Turn networking into a game !
 For example, if you’re introverted, pretend to be an extraverted character in a video game and score points by talking to new people! This may sound silly, but it works.
  (3)   Look for shared interests.
 Instead of stressing about how to make small talk, think about finding shared interests with the other person. You might even spend some time in advance thinking about the various activities you engage in (gardening, reading, learning new technologies) so you can focus conversations on topics that you’re comfortable with.
  (4)   Reframe your definition of networking

. It doesn’t always mean meeting new people. Reach out to friends from previous jobs, or colleagues you've only had limited contact with, and ask to connect in a low-pressure environment like coffee or a Zoom call.

This tip is adapted from “Easy Networking Tips for the Networking Haters,” by Amantha Imber

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

 
Fri 01 Oct 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. 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. 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. 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

Stop Procrastinating on Your Big Goal

 Wed 29 Sept 2021

Stop Procrastinating on Your Big Goal

When a goal seems particularly onerous, or the path toward achieving it feels unclear, it’s easy to just do nothing and push it off to another day. This is a mistake. Here are three strategies to start tackling that goal you've been putting off:

  (1)   Hire a coach or look for a mentor.
 Having someone to support and encourage you can make a big difference. They can be particularly helpful in holding you accountable, especially when you start telling yourself you’re “too busy” to make progress.
  (2)   Create deadlines.
 You don’t need to be overly ambitious — “I'll finish writing my book by this time next year.” Instead, lay out smaller, more attainable milestones — “I'll finish a chapter in the next six weeks” — which will allow you to build and sustain momentum.
  (3)  Don't stop learning.
 If your goal is tied to a specific circumstance — presenting at a high-profile conference, or running a marathon — it’s easy to let up once the big event is over. But after you’ve put in all that work, it’s important to solidify your learning, and keep growing. Find ways to bake the skills and habits you picked up along the way into your schedule on an ongoing basis. For instance, look for other opportunities to continue to hone your presentation skills or start running with a friend to make it a social ritual.

This tip is adapted from “Start Tackling That Big Goal You’ve Been Putting Off,” by Dorie Clark

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