“A Presentation Isn’t Always the Right Way to Communicate” by Nancy Duarte.

Thu 27 March 2014

Consider the Goal Before Giving a Presentation

We rarely think about whether presentations are the best way to express our ideas; we just blindly create and deliver them.

 But sometimes, or often,  a conversation is much more appropriate and effective ! 

 How do you know when that’s the case?

 Ask yourself what needs to be accomplished in the time you have with the group ! 

 Do you need to simultaneously inform, entertain, and persuade your audience to adopt a line of thinking or to take action?

 Or do you need to gather more information, have a discussion, and drive the group toward consensus on a goal? 

Generally, if your idea would be best served by more interaction with your audience, you should probably encourage discussion rather than deliver a presentation.

Adapted from “A Presentation Isn’t Always the Right Way to Communicate” by Nancy Duarte.

Where Are Companies Finding Tech Stars?

 Tue 11 March 2014

March 11, 2014

Where Are Companies Finding Tech Stars?

Forward-looking companies aren’t waiting for the right candidates to apply — they’re actively seeking out candidates on social media and other platforms. As a job seeker, especially in the tech sector, where should you go to be found?

• Companies such as Gild, TalentBin, and Entelo examine tech candidates’ publicly available work to spot diamonds in the rough. Gild creates “social profiles” for coders, programmers, and software engineers so that hiring managers can see the frequency with which other programmers adopt an individual’s code.
• Some talent organizations offer their own free courses using the MOOC (massive open online course) model. Aquent, a global staffing firm that finds jobs for marketing, creative, and digital professionals, is creating a MOOC to teach job candidates HTML5. Companies wanting to capitalize on the gamification movement are recruiting graduates of MakeGamesWith.us, a MOOC that teaches aspiring game developers how to build an iPhone game.

Adapted from “Make Sure Your Dream Company Can Find You” by Jeanne C. Meister.

" Inspire Employees With Opportunity-Driven Urgency ! "

 Mon 21 April 2014

" Inspire Employees With Opportunity-Driven Urgency ! " 

Two basic kinds of urgency have a way of infiltrating organizations. One stems from fear or anxiety and creates panic. The other is triggered by big opportunities and can create momentum. 

To execute new strategies and achieve real change, the latter must be prevalent. Opportunity-driven urgency can create powerful and sustainable action; it can inspire people to be proactive and think beyond what their day jobs require of them. 

The opportunity must be real, clear, and thoroughly communicated in order for this kind of energy to permeate an organization – people must understand the goal before they can work toward it. 

And if you think your business has no opportunities to create true urgency to drive employees, put a group of smart managers or execs in a room. If you facilitate the right kind of discussion for a day, they will come up with a clear and emotionally compelling opportunity statement.

“The Four Secrets to Employee Engagement”

March 28, 2014 Friday

Boost Employee Engagement (and Make Customers Happy)

Companies with energized, motivated employees make an extra effort to create a superior experience for customers, who in turn reward the company with intense loyalty and contributions to its profit growth. This begins with leaders creating a culture that caters to happier, more engaged employees. 

(1) First, give daily supervisors, not HR, the responsibility of stirring employee enthusiasm, energy, and creativity.

 (2) Second, do regular “pulse checks” by conducting short, anonymous online surveys to truly understand team dynamics and see what can be improved.

(3)  Finally, open up the dialogue between supervisor and front-line employee. Tap into the knowledge of your call center representatives, sales specialists, field technicians, etc., who know which aspects of the business most annoy or delight your customers – and let them know you’re really listening.

Adapted from “The Four Secrets to Employee Engagement” by Rob Markey.

Rigid Gender Roles Can Take a Toll on Women’s Quality of Life

March 24, 2014

Research finding : 

Rigid Gender Roles Can Take a Toll on Women’s Quality of Life

In countries with strict gender roles, women’s total work hours tend to increase as they perform more paid labor outside the home. In Spain, for example, women’s work at home (housework and child care) declined by only 6 hours per week as their workplace labor increased by 8 hours per week from 2002 through 2010,

Research Courtesy : 

 say Jose Ignacio Gimenez-Nadal of the University of Zaragoza in Spain and Almudena Sevilla of Queen Mary University of London in the UK. 

The result is that Spanish women lost 2 hours of weekly leisure time over that period. A decline in leisure hours suggests a declining quality of life.

Include Skeptics in Your Strategy Making !

 Mon 12 May 2014 ( When Bushee got low scores in 10 + 1 and writing for improvement . Getting up at 4 am ! Golden Boy ) 

Include Skeptics in Your Strategy Making ! 

Skeptics can derail even the best strategies. Those who strongly believe that a strategy is wrong can work against it or fail to advance it – but this is why it’s critical to involve skeptics in the early stages of the strategy-making process.
This is when criticism can be put to the best use.
Strongly encourage any doubters to speak up so that people can see what might be wrong with the potential strategy. These questions will trigger thoughtful evaluation and push you to make the best strategic choice.
If skeptics have a voice in the process – and if you listen to their feedback – they are far more likely to help conceive of and support a new strategy and assist in moving it forward.

If no one is speaking up about the potential risks of a new strategy, ask your team members to take up the role: “What would a skeptic worry about here?”

Linguistics and psychology

 Thu April 03, 2014

Are You Future Oriented? Your Language Tells the Tale

Research Finding : 

The structure of the language spoken by a company’s top team affects the firm’s planning for the future . 

Research Courtesy :  according to doctoral student Hao Liang, Christopher Marquis of Harvard Business School, and two colleagues. 

The Experiment & result :   On corporate social responsibility, which is a highly future-oriented activity, firms in countries speaking these “strong-future-time-reference” languages underperform firms in weak-future-time-reference countries by more than 1.2 grades on a 7-step scale, the researchers say.

WHY ? 

If the language is English, Spanish, or one of many others that use mainly grammar, rather than context, to distinguish present from future (“It is raining,” “It will rain”), people tend to focus less on the future, presumably because it seems more distant ! 

 

bad weather leads to higher productivity

 June 02, 2014

Research Finding : "  When the weather is bad, productivity in office / factory increases because -  workers are less distracted by thoughts of outdoor activities ! 

Courtesy  :  a study by Jooa Julia Lee of Harvard University, Francesca Gino of Harvard Business School, and Bradley R. Staats of the University of North Carolina.

Experiment : 

 In a study of Japanese bank workers whose windows gave them a view of the weather, a 1-inch increase in daily rainfall was related to a 1.3% decrease in worker completion time for data-entry tasks.

Courtesy : Harvard Business Review 

Dismantle Office Politics by Being Transparent

March 09, 2018

Dismantle Office Politics by Being Transparent

Office politics can be toxic, and they thrive on secrecy. If you want to stop the backroom dealing and posturing in your organization, commit to being transparent in all of your interactions. Think about the larger motives behind your actions, and consider the message your behavior is conveying. Are you showing people that you care most about your ego, reputation, and position? Or that you’re focused on what’s best for the organization and your colleagues? If you’ve been acting in a way that you’re not proud of, say so, and change your ways. Going forward, be explicit about your intentions — explain why you’re calling a meeting, raising a sensitive issue, or disagreeing with a colleague. Don’t force others to read between the lines, which can lead to misinterpretation and gossip. Be open about your motives. You can’t expect an organization to operate at a higher moral level than the one you hold yourself to.

Adapted from “Yes, You Can Make Office Politics Less Toxic” by Joseph Grenny

“How to Negotiate as a Freelancer,”

 

Management Tip of the Day

Thu 16 Jan 2020 

Freelancers, Build a Rapport with Potential Clients ! 

From the initial conversation to the moment you seal a deal, success for independent contractors hinges on the client’s decision to invest in and engage with you. Many freelancers focus on the business aspect of the interaction, but relationships and authentic connections drive business, so tell your story. Begin with an idea that explains your passion and approach. For example, if your expertise is public relations, you could say, “To me, PR is about understanding an audience and giving them a good story.” 

Then, help your potential client understand your expertise, including relevant details about your career path.

 Finally, rather than ending on something about yourself, connect it back to them. For example, you might say: “The story you have is something people need to hear, and I can see it making an impact in a publication like Time.” Also, pay attention during small talk. Whether you’re talking about your rescue dogs or your shared sports fandom, you’re building a rapport that signals: “We are cut from the same cloth. Your goals are my goals.”

This tip is adapted from “How to Negotiate as a Freelancer,” by Andres Lares

Learn to Pronounce Your Colleagues’ Names Correctly

 Wed 05 Feb 2020

Learn to Pronounce Your Colleagues’ Names Correctly

Learning to pronounce a colleague’s name is not just a common courtesy, but an important effort in creating an inclusive workplace. When you’re unfamiliar with how to say someone’s name, ask them to pronounce it. Listen carefully to where they put emphasis, and where the inflections are. Repeat after them once or twice, not more. If you know you will interact with them often, make a note on how to phonetically pronounce their name (maybe afterward on their business card). Once you’ve heard the correct pronunciation, thank the person and move on. Don’t spend a long time talking about how unfamiliar you are with their name. If you realize that you’ve been saying a colleague’s name wrong, apologize and ask for the correct pronunciation. A good rule of thumb is to say, “I’m sorry I mispronounced that. Could you please repeat your name for me?” And if you hear others mispronounce the person’s name when they’re not around, step in and correct them gently. A simple statement like “I think it's pronounced…” will save everyone potential discomfort later on.

This tip is adapted from “If You Don’t Know How to Say Someone’s Name, Just Ask,” by Ruchika Tulshyan

Virtual Meetings Don’t Have to Be a Bore

 Thu 02 April 2020

Connect with Your Audience When You’re Presenting Remotely

Good presenters know how to connect with their audience — which is really challenging in a virtual setting. (1) To start, you have to adopt an engaged, active persona. Make “eye contact” with your participants by looking directly into the camera as often as possible. This can be hard to remember, especially if you have to look elsewhere on your screen to see the participants. (2)  To make it easier, set up your screen so that the window with your audience is close to the camera. This way you can simultaneously make eye contact with them and see their response. (3) Pay attention to the angle of the camera so your face is at a comfortable level for others to see you. (You want to avoid giving your audience a great view of your nostrils!) Remember to show a warm, engaging smile, laugh occasionally, and maintain a friendly, engaging tone. (4)  In informal meetings, you might create a connection by turning the camera on your dog laying by your feet. In more formal settings, you can start the meeting with a personal story or ask people to share where they’re calling from to create a sense of warmth and connection.

This tip is adapted from “Virtual Meetings Don’t Have to Be a Bore,” by Andy Molinsky

Communicating Through the Coronavirus Crisis

 Tue 31 March 2020 

Create a Crisis Response Team for Internal Communications

In the normal course of business, decentralized communication makes sense, especially if you lead a large, complex organization. But in an emergency or fast-moving situation, you need a crisis-response team. Ideally it should be small — five to seven people. Include a member of the leadership team, someone from communications, an HR leader, and an expert in the area of concern. This team should meet regularly to monitor the situation closely as it continues to evolve, giving regular updates that are succinct and as transparent as possible. Long messages filled with legalese will not be read or easily understood. Explain what you know, what you don’t know, and share your sources of information. In an urgent crisis, you will have to communicate when you don’t have as much information as you want. Be vigilant about correcting mistakes without worrying about the repercussions.

This tip is adapted from “Communicating Through the Coronavirus Crisis,” by Paul A. Argenti

How to Adjust to Working from Home

How to Adjust to Working from Home

When you aren’t accustomed to working remotely, it can be hard to adjust psychologically. To make the transition, take a disciplined approach to managing your day and develop a few rituals. (1) Schedule a start and an end time for work. Take a shower, get dressed — even if it’s not your usual office attire — then get started on the day’s activities. (2) If you typically move around a lot at work, build that into your day by taking brief walks outside or even around the house. (3) If you’re an extrovert and accustomed to a lot of social contact, make sure that still happens. Ask yourself: “How will I protect myself from feeling lonely or isolated?” and make a plan. And focus on the positives. (4) Think about what you enjoy about working from home, for example, playing music or being more flexible with your time. Remind yourself that even if it’s not your choice right now, working from home can be fun.

This tip is adapted from “15 Questions About Remote Work, Answered,” by Tsedal Neeley

Didn’t Get Much Done Yesterday? Don’t Beat Yourself Up !

 Fri 27 March 2020

Didn’t Get Much Done Yesterday? Don’t Beat Yourself Up ! 

Do you often feel guilty or frustrated at the end of your work day for not getting as much done as you had hoped? You’re not alone! But these emotions are neither useful, nor healthy. What can you do about them? 

(1) Practice self-compassion. Recognize negative ruminations for what they are: a story you’re telling yourself. Instead of beating yourself up, you might think: “I did my best today and I hope to get more done tomorrow. My colleagues probably understand because they’re busy, too.”

(2)  It’s also helpful to think about the factors that keep you from accomplishing items on your list, and to recognize that oftentimes, circumstances can’t be helped. 

(3) Getting pragmatic about your to-do list is also important. Be realistic about what you can reasonably accomplish over the course of your day. Try making peace with the notion that you’ll never be caught up, and you’ll always have things that you really wish you’d gotten to.

(4)  If you can accept the constant state of non-completion, the guilt will hopefully fade.

This tip is adapted from “Stop Feeling Guilty About Your To-Do List,” by Rebecca Knight

“Managers, Adjust Your Expectations (Without Lowering the Bar),

 

Managers, It’s Okay to Ease Up Right Now

As a manager, it’s important to acknowledge that everyone’s a bit fatigued these days, and you should recalibrate your expectations accordingly. There are several ways you can do this. First, don’t expect the same level of responsiveness or availability from your direct reports as before. Consider re-prioritizing by identifying which deadlines can be extended and which projects can be cancelled altogether. You could also re-assess the level of detail needed on each project. What’s achievable under the current circumstances? And how can you adjust your metrics for success? Next, re-balance work among team members by taking time to understand their personal situations and capacity. Don’t assume that everyone will tell you when they feel overwhelmed or need help — give your team explicit permission to do so, and be proactive about making the necessary changes. Above all, remember that adjusting your expectations doesn’t necessarily mean lowering the bar. Give honest feedback when necessary, and communicate clearly when the quality of your team’s work isn’t up to par. By recalibrating and being explicit about your expectations in the short term, you’ll get much more out of your people in the long run.

This tip is adapted from “Managers, Adjust Your Expectations (Without Lowering the Bar),” by Rebecca Zucker

“Don’t Underestimate the Power of Self-Reflection,”

 Thu 17 March 2022

Build a Habit of Self-Reflection ! 

Reflection — looking back on your day (without bias or regret) to contemplate your behavior and its consequences — helps develop your emotional intelligence. 

(1) If you want to build a regular habit of reflecting, keep a journal. Whenever you are surprised or frustrated, pause and note the feeling. Then, as soon as you are able — perhaps for fifteen minutes at the end of each workday — jot down what happened. 

(2) Try to identify the “why” behind the emotion.

 What about the event triggered these feelings in you? Did things not go your way? Did you make a mistake?

(3)  Next, set an hour aside each week to review your notes. Block out the time on your calendar and take an honest and rigorous look at where you’ve been mentally and emotionally. 

(4) Finally, don’t just re-read your journal entry; add to it. In retrospect, are there things about the situation that you’re able to see differently? Press yourself. What went wrong? Were your initial observations correct or do they reveal something else that may have been going on, something you couldn’t see in the heat of the moment? Try to think of yourself as a neutral observer. 

(5) And go easy on yourself. Reflection can be ego-bruising. Always remember that excellence is achieved by stumbling, standing up, dusting yourself off, then stumbling again. 

If you study those stumbles, you’re much less likely to stumble the same way again.

This tip is adapted from “Don’t Underestimate the Power of Self-Reflection,” by James R. Bailey and Scheherazade Rehman

How to Make Your Organization’s Language More Inclusive,

 Thu 31 March 2022 

Promote Inclusive Language in Your Organization

Words matter, and, unfortunately, the modern-day professional vocabulary is littered with exclusionary terms. To create a truly inclusive culture, take a hard look at how people in your company are using language. For example, make sure recruiters and hiring managers pay careful attention to language they use when drafting job descriptions so they’re not inadvertently deterring candidates of color, women, people with disabilities, or older job candidates. Terms like “hacker” or “ninja” are not only hard for many people to identify with, they’re also unnecessary because you can use alternatives like “programmer” or “software engineer” that are neutral and more widely understood. You might also generate a list of words and phrases that are forbidden in product development, marketing, and external communications. These might include terms like “the elderly,” “man-hours,” “crazy,” among others. It can also be helpful to create a company guide to inclusive language. This can outline practical, accessible tips and tools that can be put into immediate action — and it shouldn’t be a static manual. Make sure you also allow for input and co-creation across the organization.

This tip is adapted from “How to Make Your Organization’s Language More Inclusive,” by Odessa S. Hamilton et al.

“How to Make Great Decisions, Quickly,”

 Mon 28 March 2022

Make Better Decisions, Even Under Pressure

Learning to make good decisions, without hesitation and procrastination, is a skill that can set you apart from your peers. How can you stop vacillating on tricky choices, especially under pressure? Here are the steps to take when faced with making a tough call. (1) Start by considering many different viewpoints. This doesn’t mean you should seek out everyone’s opinion. Instead, identify the right people with the relevant expertise and give them a chance to clearly articulate their views. Often, these will be colleagues who are closest to the action and implications of the decision in question. (2) Make sure you’re focused on addressing the root cause of a problem — not just the symptoms. If your decision doesn’t get to the heart of the matter, the problem is likely to repeat itself. (3) Also, incorporate a consideration of both the short-term and long-term risks into your decision-making process. It’s tempting to make a call based on what’s going to get you immediate results, but that rarely unlocks the most value.

This tip is adapted from “How to Make Great Decisions, Quickly,” by Martin G. Moore

To Win Over an Audience, Focus on Building Trust !

 

Great Presenters Establish Trust with Their Audience

When giving a presentation, your most important responsibility is to establish trust with your audience. How can you do this? Focus on four key areas. (1) Competency. Demonstrate expert knowledge of your topic by sharing current trends in your industry and by using specific anecdotes. (2) Clarity. Clear communication lets expertise shine through. Identify the goal of your presentation in advance and use a clear structure with logical transitions to achieve that goal. Then, read your presentation out loud and refine as needed. (3) Compassion. Speak directly to your audience’s needs, highlight what’s relevant to them, and make them feel heard and understood. (4) Connection. Weave personal examples into your presentation — particularly examples that demonstrate vulnerability and transparency — to connect emotionally with your audience.

This tip is adapted from “To Win Over an Audience, Focus on Building Trust,” by Allison Shapira and David Horsager

Unifying Your Company’s Old Guard and New Arrivals,”

Make Sure There’s Not an “Old Guard vs. Newcomers” Split on Your Team

If your team has experienced a lot of turnover in the past two years, you might be left leading two distinct camps of employees: the old guard and new arrivals. How can you integrate your new employees in a way that reduces this kind of fracturing? (1) Start by focusing on and investing in onboarding early — especially if your new employees are starting remotely. A robust process should cover at least six to nine months to help people feel fully integrated and should focus on helping newcomers build relationships with colleagues who’ve been around a long time and others who are also new. (2) Reduce resistance to new ideas. Rather than interpreting new thinking as a critique of how you’ve done things, view it as an opportunity to learn and stretch. Avoid saying things like, “We’ve tried that before, and it didn’t work” or “You don’t really understand how we do things here.” Instead, welcome new ideas and give your new hires a chance to shake things up and rack up quick wins. Show your enthusiasm and support for new ways of doing things, especially those that can help your company be more competitive. (3)  If the suggestions new leaders offer aren’t appropriate, offer suggestions for how their ideas can fit within — and push — the existing environment.

This tip is adapted from “Unifying Your Company’s Old Guard and New Arrivals,” by Ron Carucci

“Sustaining Hope in Uncertain Times,”

 Wed 23 March 2022 

A Simple Thought Exercise to Help You Remain Hopeful

When things are uncertain, it’s easy to lose hope. But allowing yourself to sink into a funk can affect you professionally and personally. To build and sustain optimism, envision a plausible, positive future. (1)  First, write out what you are currently imagining about the future and the emotions these images provoke. Describe exactly what you are anticipating (for example, “still working from my bedroom next year”) instead of generalities (like “working from home”). Specific images, not general ideas, have the greatest impact on our internal state. (2) Second, imagine things have gone well for you over the next two years and write a letter to yourself from that future. Describe your life. What is going on in your work world? Personal life? The key question is: “Where will I be if things have gone well for me?” Crucially, it needs to feel optimistic but realistic. (3) Third, stand in that future. Vividly imagine yourself in the future you've described. Imagine the conversations you’re having with people around you. Imagine your sensory experiences. This thought exercise will help you clarify what exactly to hope for — the first step toward actually realizing that life for yourself.

This tip is adapted from “Sustaining Hope in Uncertain Times,” by Dane Jensen

“Stop Wasting People’s Time with Meetings,”

 Friday 25 March 2022 

Make Your Meetings Worthwhile

No one has time for a bad meeting. So be sure you’re not wasting people’s time, including your own, by making each meeting purposeful, inclusive (of the people who actually need to be there), and participatory. 

(1 ) Start by inviting people to contribute to the agenda beforehand. This will increase everyone’s buy-in. 

( 2 ) Then, explain why the meeting matters before you dive into the agenda. For example, you might say, “I’d like this meeting to move us closer to a hiring decision,” or, “We have an important call to make related to next week’s product launch.” 

( 3 ) Next, divvy up roles. Whose responsibility is it to challenge ideas that are raised? Who’s the final decision-maker? Who’s the notetaker? Who’s the timekeeper? And, remember, as the leader, all eyes are on you. 

( 4 )  Set the right tone by ( a ) verbally recognizing valuable ideas, ( b ) keeping the scope of the meeting focused, and ( c ) sustaining positivity in the face of conflicts or discussions on difficult topics. Your team will follow suit.

This tip is adapted from “Stop Wasting People’s Time with Meetings,” by David Lancefield

How to Talk to Your Team About Distressing News Events

 Tue 15 March 2022

When the News Is Distressing, It’s Important to Support Your Team

When you’re in a position of authority, your words have special weight. But when the news is distressing, and your team is worried, it’s not always clear what to do or say. If you’re finding yourself at a loss, start with these three simple steps. (1) Check in with your employees individually. Talk to each person on your team to get a sense of who is affected — and how. Ask if there’s anything they need or any way you can support them. A simple question at the beginning of a one-on-one meeting such as, “Have you been following the news? Do you know anyone impacted?” can reveal an unexpected connection that someone might not have thought they could share. (2) Make space to address the news during a meeting. You might start your weekly huddle by saying, “I’d like to take a quick minute to acknowledge what’s happening. I’ve certainly been distracted and concerned by it. Who else feels the same way?” Your goal is to be compassionate and understanding, not to wade into politics, put people on the spot, or force anyone to speak. (3) Give people the opportunity to take action. Research ways to help that are in line with your organization’s values and provide credible sources for employees to get involved. If possible, let them use a portion of their working hours for volunteer activities.

This tip is adapted from “How to Talk to Your Team About Distressing News Events,” by Allison Shapira

“How to Steer Clear of Groupthink,”

 Mon 14 March 2022 

Steer Your Team Away from Groupthink

Groupthink — when a team reaches a quick agreement on a solution with little discussion or deliberation — is one of the surest ways to stifle innovation. How can you help your team steer clear of this trap and keep fresh ideas alive? (1) First, it’s imperative that everyone knows it’s OK, and even encouraged, to challenge the status quo. People have a tendency to believe that existing solutions must be good. But when one person expresses discomfort or skepticism, it opens the door for others to do the same. So give your team members early opportunities to reveal how they really view the problem at hand. (2)  Next, adopt a " placeholder solution " . This doesn’t have to be a final answer. It simply has to function as a transitional placeholder. Knowing that there’s a backup plan will relieve some of the pressure people feel to sell their idea. Finally, celebrate any progress toward final agreement. Part of the reason that groupthink occurs is that it feels good to agree. (3) Rather than rushing the process though, highlight moments of progress in the discussion. This will build morale and momentum and will help your employees feel better about working toward a creative, outside-the-box solution.

This tip is adapted from “How to Steer Clear of Groupthink,” by Jennifer Mueller

“Feeling Disengaged at Work? Find Someone to Hold You Accountable "

 Fri 11 March 2022

To Stay Focused, Work Alongside Someone Else

If you’re having trouble staying focused at work, you might benefit from a technique called “body doubling” where you work alongside someone else, either in person or even virtually. Here’s how to get started !~ 

*1)  Block off time for you and a colleague (or colleagues) to work simultaneously. You don’t have to be working on the same task. In fact, you don’t even need to be working on anything related at all. The idea is simply to work alongside a peer, at the same time. 

(2) Next, establish some guidelines to make this a positive experience for everyone. Consider:
Is it OK to ask one another for advice, help, resources, or even a pep-talk if needed? Should you mention when you notice your peer losing focus? When will there be breaks? Are you working silently or is polite chatting permitted?

(3)  Before you begin your session, share what you each intend to accomplish and how you hope to feel by the end of the time block. 

(4) Then, at the end of the session, share what you accomplished, what went well, and what didn't. Finally, thank each other for being present, and decide if and when to do this again.

This tip is adapted from “Feeling Disengaged at Work? Find Someone to Hold You Accountable,” by Deborah Grayson Riegel

What to Say When a Team Member Shares That They’re Struggling

 Thu 10 March 2022

What to Say When a Team Member Shares That They’re Struggling

As a manager, you need to be equipped to handle emotional conversations with your employees — especially these days. Here’s how to be supportive when someone shares that they’re going through a tough situation or challenge. First, validate their experience. This can be as simple as acknowledgement — for example, “I can see why this is exhausting.” You’re not only saying “I see you,” you’re also saying “I believe you,” which can make someone feel less alone. Give your colleague the chance to elaborate if they want to. Try coming from a place of curiosity; for example, you can say “Tell me more about that.” And you might then ask, “How can I best support you right now?” or “What would be helpful right now?” This will give them the opportunity to name what they need. If they are unable to do so — or if they’re afraid to — you can give them some options. For example, you can ask “Would X be helpful?” Offering a specific way to support them can make it easier for someone to say yes to accepting help. Finally, thank the person for coming to you. You might say, “I can see this has been hard. Thank you for trusting me with this information.” This signals to both you and them that conversations like this are important and reinforces a sense of safety for future conversations. It’s no longer enough for managers to provide the tools and resources for your team to function — you also need to create psychological safety for them to thrive.

This tip is adapted from “How Supportive Leaders Approach Emotional Conversations,” by Sarah Noll Wilson

why , starting a new job feels so awkward !

 

How to Get Over the Awkwardness of a New Job

Starting out in a new job can feel awkward. Even if you have effective onboarding, you might not be sure what to say, who to talk to, or how to figure out what you need to know. And you’re not alone; most people feel uncomfortable the first few days, weeks, or even months at a new gig. Here are some ways to ease into the transition. Make an effort to get to know your new colleagues — even if you’re anxious about making a first impression. Chances are you’re overthinking how they’re perceiving you in the early days (in other words, they’re not judging you as harshly as you think). Be proactive about getting together with colleagues for coffee or one-on-one meetings to find common ground. A few solid relationships can make your new workplace start to feel like home. Also, focus on learning the organization’s language. See if a colleague can put together a cheat sheet for you of commonly used acronyms and phrases used around the company, and ask permission to reach out when a new phrase comes up that you don’t know. And crucially, remember that it takes time to get adjusted to a new environment and that everyone else was new at one point too. The more you put yourself out there and invest early in relationships, even if it’s awkward, the sooner you’ll feel like you’ve been there forever.

This tip is adapted from “Why Starting a New Job Feels So Awkward,” by Art Markman

“With So Many People Quitting, Don’t Overlook Those Who Stay,”

 

Increase the Chances That Your Best People Will Stay

Managers are worried about losing their best employees right now — and they probably should be. The marketplace for talent has shifted. You need to think of your employees like customers and put thoughtful attention into retaining them. Here are four steps to try: Be aware of your impact. Pause and consider how you’re showing up as a leader — in both your words and actions. It’s likely that your people are worried and stressed. Are you unintentionally adding to their fears and anxieties? Noting your impact will allow you to steer it in the right direction. Give your employees respect and attention. Identify any growth opportunities you can offer. Recognize the positive impact people are having and ask them about their aspirations. Then create a plan to help them achieve their goals. Focus on potential and possibility. Ask your team: What do you envision as the best possible outcome in the next year? What excites you about the future? How can we get there as a team? Make it okay to leave. When someone resigns, respond with gratitude for the time they’ve spent at your company. Far too often, when an employee gives notice, the reaction is akin to an emotional breakup — you’ve been left and you feel rejected. There’s a penchant to dismiss their presence and devalue their contribution. Think deeply about what this type of behavior signals to the departing employee. And remember, those that remain are watching.

This tip is adapted from “With So Many People Quitting, Don’t Overlook Those Who Stay,” by Debbie Cohen and Kate Roeske-Zummer

4 Tips on - what successful freelancers do differently to keep clients.

 4 Tips on  - what successful freelancers do differently to keep clients.

Context :
Hiring managers are increasingly using freelancers to augment their workforce. More Gig Work will happen , as companies prefer to lower their FIXED costs and keep human resources cost, variable in these tough times.

 But what does it take to succeed  as a freelancer, self employed consultant or entrepreneur, in ANY  sector?
 How can new Gig workers take advantage of the many benefits this path offers, including better work-life balance, flexibility, and more time with family?

   (1)  Know your worth & charge accordingly
When freelancing, you can decide when to work, where to work, and your rates — or, essentially, how much you’re worth. One way to do this is to find your NICHE , become an expert in it, and then communicate your value, clearly and concisely.
  (2)   Build loyalty, get repeat work
 While you might have to do extra work to GET a  client, you also have to do extra work to keep them coming back to you !  Repeat work is often considered a goldmine for freelancers because it leads to both consistency and referrals.
  (3)   Be adventurous, expand your boundaries :
Niche, initially to begin with  , but  staying too comfortable can also limit your ultimate potential. Promote yourself and what you have to offer using social media.
   (4)  Hunt in packs:
Most freelance entrepreneurs are long rangers and plough a lonely furrow .  Be bold about approaching other freelancers with a proposal to take on projects , TOGETHER ! In pairs or in teams of 2 to 5.  Research shows that freelancers who teamed up got REPEAT jobs from the same client. You need to keep aside competitiveness and professional jealousies, if any .

4 ways to build loyalty among clients as a freelancer

 

Build Job Security as Your Own Boss

One of the best ways to thrive as a freelancer is to build loyalty in your clients. Repeat work is considered a goldmine because it can lead to both consistency and referrals. To keep your clients returning, take the following steps. (1) Interact with your clients in a personable way. Don’t just focus on the results; build your relationships. Get to know your clients, their challenges, and what their goals are. The better the rapport you develop, and the more interest you show in them as a human, the more they’ll remember you — and keep using your services. (2) Find out what other projects they might need help with and offer support. If you don’t hear of any follow-up opportunities during your initial stint, take initiative and tell your employer / client  that you’re open to working on more projects in the future. (3) Never over-promise and then under-deliver. Delivering great work on time is paramount to building trust. Don’t get yourself into a situation where you can’t follow through on your promises. Build in extra time where you can (4) Always get testimonials. Ask for feedback on your work. Not only can you use their compliments to attract new clients but having them articulate what’s made the relationship work will increase the chances they turn to you the next time they need a freelancer.

This tip is adapted from “What Successful Freelancers Do Differently,” by Ben Laker et al.

“Don’t Let “Being New” Stop You From Speaking Up,”

 Mon 08 Feb 2022

Speak Up in a New Role

There are so many benefits to speaking up at work: You gain visibility, increase your influence, and enhance your credibility. But when you’re new to an organization, it can be hard to know when and how to make your voice heard. To get more comfortable with speaking up, do some pre-work. Think about who needs to hear your idea or opinion and why. Run your thoughts by other team members, peers, or mentors who have been around longer to get their perspective before bringing up your idea in a meeting or to your boss. Next, carefully consider the best time and place to raise your idea. Should you speak up during a meeting, or set up a one-on-one instead? Should it be an email? When you do speak up, strategically frame your suggestions. Are you pointing out everything that’s wrong or suggesting ways to improve upon a process or system? And most importantly, be humble. Not every idea you have is going to be a good one, especially when you’re just starting out at a new company. Be ready and willing to hear “no."

This tip is adapted from “Don’t Let “Being New” Stop You From Speaking Up,” by Ethan Burris and Ruchi Sinha

Combat Information Overload When You Start a New Job

 Wed 23 Feb 2022

Combat Information Overload When You Start a New Job

Starting a new job is exciting. But with it comes the often overwhelming task of digesting tons of new information. It can overload your brain and if not managed, make your shiny new role much less enjoyable. Pay attention to signs that you’re overwhelmed. This might be a headache, fatigue, frustration, or even mood swings. Don’t try to ignore these effects. Say to yourself, “I’m in a new job and there is plenty to learn here. It’s normal to feel this way.” This positive self-talk will help neutralize the situation and make your emotions easier to manage. Consider taking a short break, going for a walk, and resetting your attention and focus when you return. Remind yourself that all systems take time to learn and you’re doing just that — learning. Next, be strategic about how you spend your energy. You don’t need to process everything at once. Take in anything that you might need immediately and make note of where to find information you won’t need until later.

This tip is adapted from “How to Save Yourself from ‘Information Overload,” by Lynne Cazaly

" Stand Out in Your Interview by Telling Compelling Stories ! "

 Mon 21 Feb 2021 

" Stand Out in Your Interview by Telling Compelling Stories ! " 

Your success in a job interview often hinges on your ability to tell a good story. Stories, rather than straightforward answers, help you stand out from other candidates.

 Here’s how to weave a gripping narrative if your interviewer asks you a situational question such as “Can you explain a challenge you overcame?” or “Can you tell me about yourself?” 

Start by choosing a relevant moment that genuinely left a lasting imprint on you. Honesty and authenticity are key; your interviewer will be able to tell right away if the memory you’re recounting doesn’t actually mean much to you. Share details.

  Paint them a picture by explaining the who, what, where, when, why, and how of the moment. Crucially, show vulnerability. The last thing you want to do is come off as a one-dimensional “hero.”

 Balance your stories of success with a story or two of failure. For example, you might share an experience where your best intentions still resulted in an undesirable outcome that taught you an important lesson. 

Stories like these will show your interviewer that you have a healthy dose of self-awareness and can maintain a growth mindset, even in the face of difficulty.

This tip is adapted from “The Best Job Candidates Are the Best Storytellers,” by Kelsey Schurer

Set More Realistic Targets to Hit Your Next Deadline

 

Set More Realistic Targets to Hit Your Next Deadline

Think about your last project. Did you underestimate how long it would take? Many of us fall into this trap. Our perceptions of our available time, our abilities, and any roadblocks we may hit are greatly skewed. This is a phenomenon called the planning fallacy, and it happens to professionals at all levels and in every occupation. Here’s how to set more realistic targets for yourself. (1) Be objective, not subjective. Ask yourself: How much time and effort have similar tasks required in the past? Or ask a colleague to help with your estimate to remove your own biases. (2) Commit early and publicly. Tell someone when you’ll get the task done and how long it will take. This external commitment pressure will prevent you from leaving all of your work to the last minute. (3) Schedule buffer time. There will always be things that come up and you may simply need more time. To ensure a more realistic deadline, take your original estimate and increase it by 25%. (4) Assume the worst. Imagine what will go wrong before it actually does. Identifying any potential (if unlikely) issues will help you come up with a suitable backup plan.

This tip is adapted from “This Is Why You Keep Missing Deadlines,” by Kristi DePaul