Creativity and Technical Innovation: Spatial Ability's Unique Role

 Fri 18 Oct 2013 

Can You Visualize a 3D Object from a Diagram?

Research Finding : 

High “spatial ability” in adolescence, including the capacity to visualize 3D objects from 2D patterns, is a statistically significant predictor of later creativity in science and technology. 

Experiment : 

 An international study of intellectually talented 13-year-olds, spatial ability improved their creavity  in creativity in science & techonlogy & in humanities   30 years later, in the participants’ likelihood of holding patents and being authors of refereed publications was found higher by  7.6%  .

 The findings support the argument that in omitting assessments of spatial ability, SATs and other standard college-admission tests fail to measure a dimension of cognitive ability that has crucial real-world significance ! 

Creativity and Technical Innovation: Spatial Ability's Unique Role

Invisible Gorilla Strikes Again: Sustained Inattentional Blindness in Expert Observers

 Tue 23 Oct 2013 

What Do You Fail to Notice When You’re Hard at Work?

Experiment : 

83% of two dozen radiologists who were searching for a lung nodule didn’t see the white outline of a standing gorilla that researchers had inserted into a computed tomography scan, even though it was 48 times the size of the average nodule, says a team led by Trafton Drew of Harvard Medical School. All of the participants reported seeing the gorilla when, after the experiment, they were shown the CT scan and asked if they noticed anything unusual about it. 

Reason ? 

Past studies have demonstrated that people who are engaged in a task often fail to notice unrelated images and occurrences; the current finding suggests that this “inattentional blindness” affects even experts

SOURCE: The Invisible Gorilla Strikes Again: Sustained Inattentional Blindness in Expert Observers

“How to Reward Your Stellar Team,” by Amy Gallo.

 Wed 23 Oct 2013 

Build the Right Team Behaviors

Even though most management systems focus on individual performance, it’s critical to reward and recognize your team collectively. As a team manager, support the right group behaviors by:

(1) Encouraging collaboration. 

Talk about your people as a team, not as a set of individuals. Instead of talking about individuals’ contributions, praise the common behaviors that contribute to the team’s overall success.

(2) Evaluating team performance.

 
Every six months or so, take a close look at the group’s progress. Don’t mention individuals in this appraisal but focus on what the team has done—and can do—together.

(3) Using rewards. 

If you are able, tie a portion of your organization’s discretionary compensation to team performance. If you don’t control the purse strings, try recognizing your team’s hard work in a public way—through a departmental email or even displaying their picture in a common space—or giving them exposure to senior leaders.

Adapted from “How to Reward Your Stellar Team,” by Amy Gallo.

“How Should Your Leaders Behave?” by Kevin Sharer

Thu 24 Oct 2013 Set the Standard for Great Leadership One proven way to develop effective leaders is to focus on the behaviors you expect them to display. (1) Spell out these activities personally with your top team ; NOT through consultants, facilitators, or how-to books ! (2) In these conversations, discuss what a leader in your organization should do . For example, act as a role model or motivate others—and describe each behavior with enough specificity to inform selection, training, and evaluation. Be precise, real, and action-oriented. (3) By describing these qualities as BEHAVIOURS (rather than as character traits) you’ll underscore two messages: (a) It isn’t worth much to have an attribute that you don’t display ! (b) And if you fall short of what the best leaders do, you can still close that gap ! All behaviours can be learned . Emphasizing behavior over traits also opens the door to style differences, as long as leaders maintain the standards you’ve set. Adapted from “How Should Your Leaders Behave?” by Kevin Sharer

Rising Stars and Sinking Ships: Consequences of Status Momentum

 Thu 24 Oct 2013

Your Status Depends Partly on Your Upward or Downward Momentum

An individual who was said to have risen in status to become the fourth-ranked member of a 10-person team was viewed by research participants as having greater prestige (6.60 versus 5.24 on a 1-to-9 scale) than if he was said to have declined to become fourth-ranked, according to a team led by Nathan C. Pettit of New York University. 

Reason ? 

In judging status, people appear to consider not only current position but also whether an individual has upward or downward “momentum,” the researchers say.

SOURCE: Rising Stars and Sinking Ships: Consequences of Status Momentum

" Chatting with the Cashier Will Improve Your Mood ( Is efficiency , overrated ? ) "

 Wed 30 Oct 2013

Researching Finding : 

" Chatting with the Cashier Will Improve Your Mood ( Is efficiency , overrated ? ) " 

If you buy your coffee quickly at Starbucks ( or at any coffee shop )  without saying much of anything, you’ll probably arrive at the office sooner, but if you stop to chat with the cashier, you might get to work in a better mood !  

Experiment : 

Research participants who smiled, made eye contact, and briefly conversed with the cashier subsequently reported greater satisfaction with the visit and were in better moods (4.31 versus 3.80 and 4.22 versus 3.60, respectively, on 1-to-5 scales) than those who avoided unnecessary conversation . 

  Seemingly trivial interactions can confer a sense of belonging, an effect that people tend to overlook in their quest for efficiency, the researchers say.

Research Courtesy :  Gillian M. Sandstrom and Elizabeth W. Dunn of the University of British Columbia.

SOURCE: Is Efficiency Overrated? Minimal Social Interactions Lead to Belonging and Positive Affect

“Great Leaders Who Make the Mix Work,” by Boris Groysberg and Katherine Connolly.

 Thu 31 Oct 2013

Grow Diversity With Leadership Education

Organizations that successfully increase diversity provide leadership development opportunities, particularly for employees at the lower levels of the organization. For example, one company’s two-year “CEO Program” offers candidates intensive training and significant exposure to senior executives. The program includes external candidates and young candidates from previously disadvantaged backgrounds already in the company – and, while it’s a hefty financial commitment, it’s also a significant investment in the rapid advancement of promising members of the organization as well as recruitment. You can also offer high-potential employees opportunities for external education and development, and pay attention to who’s embracing these benefits. Keep in mind that diversity training cannot be hived off from the rest of the operation. It has to be woven into the culture.

Adapted from “Great Leaders Who Make the Mix Work,” by Boris Groysberg and Katherine Connolly.

Are Your Most Compliant Customers Those Who Are Emotionally Disorganized?

 Tue 29 Oct 2013 

Are Your Most Compliant Customers Those Who Are Emotionally Disorganized?

People who were momentarily alarmed at what they believed were parking tickets on their windshields were subsequently 1.65 times more likely to comply with a street vendor’s request to purchase aromatic Indian sticks. Similarly, people were more likely to answer a questionnaire if the surveyor first asked, “Haven’t you lost your wallet?” (nothing had happened to the wallets). These experiments, by Dariusz Dolinski and Katarzyna Szczucka of Warsaw School of Social Services and Humanities in Poland, demonstrate that the “emotional disorganization” following apprehension and relief makes people more likely to comply with a request.

" Why You Should Make Your First Price Offer Very Specific ! "

 Thu 31 Oct 2013

Negotiation Tactics. 

" Why You Should Make Your First Price Offer Very Specific ! " 

It’s well known that you get an advantage by making the first move in a price negotiation: If you’re the seller, for example, and you offer a price before the buyer does, a higher quote from you will lead to a significantly higher agreement price ! 

Research Finding : 

 But you can increase that advantage by stating your offer as a PRECISE, rather than a round, number ! 

The Experiment . 

 In an experiment involving customers in an antique shop, when a 1910 oak writing desk from the Jugendstil period was offered for €1,185, the average agreement price was €1,046.19. 

On the other hand,  if the opening offer was €1,200, the final price was just €929.50 (customers didn’t actually buy the secretaire; they were simply asked to settle on a price).

Courtesy, research :  a team led by David D. Loschelder of Saarland University in Germany.

Maximize Time When Meeting with Senior Leaders

 Friday 01 Nov 2013 

Maximize Time When Meeting with Senior Leaders

A meeting of multiple time-starved executives is a massive commitment of resources. Focusing on low-stakes issues, like updates or presentations, often wastes valuable time. Instead, meetings among senior leaders should tackle the organization’s most critical issues. Whether you’re a top executive or just meeting with fellow managers, try to concentrate on:

(1) Fundamentals, not incrementals ! 

 Measure importance by the number of zeros involved: Is this a $5,000 decision or a $5,000,000 decision? If there aren’t enough zeros, the decision isn’t strategic enough to absorb time.

(2) The Big Arrow . 

The big arrow is your company’s culture, strategic direction, core competencies, and core values. 

The CEO and his or her leadership team own that big arrow. 

(3) Future leadership.

 Current leadership must engage the organization’s up-and-comers to grow the company. Develop succession plans and include promising leaders in strategic discussions to foster their high-level decision-making.

(4) Undiscussables.

 Whether it concerns a division’s performance, the CEO’s leadership style, or a conflict among the senior team, important topics not being discussed can hold your organization back. Broaching these tough topics is a proven way to improve performance.

Adapted from “Four Areas Where Senior Leaders Should Focus Their Attention,” by Peter Bregman.

" How to Make Use of Your Anxiety for Positive Results !"

 Mon 04 Nov 2022

Psychology 

" How to Make Use of Your Anxiety for Positive Results !" 

Experiment : 

Research participants who were asked to give an impromptu 3-minute talk scored higher on persuasiveness and confidence if they first said to themselves “I am excited,” in comparison with those who said “I am anxious” or explicitly tried to calm down . 

 Similarly, karaoke singers who first said “I am excited” scored an average of 81% on pitch, volume, and rhythm, compared with those who said “I am anxious” (69%) or “I am calm” (53%).

Reason ? 

 People who are in a “high arousal” state tend to believe that calming down will help them perform, but it can be better to channel that arousal in a positive direction by being energetic and passionate . 

Research Courtesy :  Alison Wood Brooks of Harvard Business School.

Help Your Company Cut Back on Email

 Thu 26 Sept 2013

Help Your Company Cut Back on Email

You can’t control how many emails you receive, but you can control how many you send. In a recent study, one firm’s workers followed suit when their executives reduced overall email output. You can spark a similar reduction and improve efficiency across your organization by doing the following:

(1) Choose the right medium.

 Consider whether your communication merits a phone call or in-person meeting, where vocal tone and body language provide real-time feedback on how clearly a message is being understood.

(2) Be deliberate.

 Don’t forward messages unless strictly necessary, and limit the number of recipients on each outgoing note.

(3) Make it real. 

Set a target for reducing the number of messages you send. Include it in your performance goals to keep yourself honest.

Adapted from “To Reduce E-mail, Start at the Top,” by Chris Brown, Andrew Killick, and Karen Renaud.

“How to Manage Someone You Don’t Like,” by Amy Gallo.

 Tue 05 Nov 2013

How to Manage Someone You Don’t Like

If you’re like most leaders, you probably gravitate towards direct reports who act nice and don’t deliver bad news. But it’s often those who provoke or challenge you—the people you like less—who prompt new insights and help propel the group to success. When you dislike an employee you might—consciously or not—mismanage him, treat him unfairly, or fail to see the real benefit he can deliver. To get the most out of someone you don’t like:

(1) Learn how to handle your frustration. 

Don’t let your distaste show. Everyone wants their boss to like them, and your employee might presume that any disapproval has to do with his performance. Remain fair, impartial, and composed.

(2) Check your bias. If you’re having trouble being fair, seek counsel from another manager who is familiar with the employee’s work. Ask whether your evaluation matches the outsider’s.

(3) Keep an open mind. 

It might help to spend more time with the problem employee, perhaps by collaborating on a difficult task. Remember that perspectives change, and your favorite employee today might become your least favorite tomorrow.

“How to Manage Someone You Don’t Like,” by Amy Gallo.

" Beware the Plumbing Firm That Advertises a Lot ! "

 Wed 06 Nov 2013 

" Beware the Plumbing Firm That Advertises a Lot ! " 

Research Finding : 

Residential plumbing firms that advertised on Google searches tended to be lower-quality companies .  Specifically, the firms that advertised on Google received, on average, more than 3 times as many Better Business Bureau complaints per employee as companies that didn’t advertise ! 

Reason ? 

 Because of an inability to establish lucrative relationships with long-term clients, low-quality firms have a greater incentive to rely on Internet search engines and other forms of advertising to aim at infrequent customers who aren’t willing to devote time to seeking out good companies . 

Research Courtesy :  a study in Illinois by Ryan C. McDevitt of Duke University.

SOURCE: “A” Business by Any Other Name: Firm Name Choice as a Signal of Firm Quality

“Don’t Inflict Help, Provide It,” by Ed Batista.

 Monday 11 Nov 2013

How Much Are You Really Helping?

We’re asked to help in almost every sphere of life -- as leaders, colleagues, friends, and family members – but there is a difference between providing help and inflicting it. Even with the best of intentions, sometimes your assistance will just make things worse. Here are three kinds of “help” to avoid giving:

(1) The wrong help. 

Sometimes the only relief you can give isn’t actually what’s needed – offering management, for example, when leadership is what’s necessary.

(2) The right help at the wrong time. 

For help to be useful, the recipients must be ready for it. It’s easy to misread openness as an invitation, but providing assistance before it has been asked for is ultimately counterproductive.

(3) The right help, but too much of it.

 If you offer support and it’s received with gratitude, you may not know when to stop. Stay attuned to recipients’ ability to make effective use of your services, and stop when they’re no longer helpful.

Adapted from “Don’t Inflict Help, Provide It,” by Ed Batista.

Adapted from “Don’t Inflict Help, Provide It,” by Ed Batista.

House prices and birth rates: The impact of the real estate market on the decision to have a baby

March 03, 2014 Monday 

Research Finding . 

Rising Home Equity Funds a Rising Birth Rate, but Only for Homeowners

Devil in the Detail : 

A $10,000 increase in average home prices leads to a 5% increase in fertility rates among homeowners but a 2.4% decrease among nonowners, an effect that is substantially larger than the impact of jobless-rate fluctuations. 

Reason ? 

 When house prices rise, homeowning couples apparently use some of their increased housing wealth to “fund” their childbearing goals. 

On the contrary ,  for nonowners, rising prices are one more barrier to having children.

Research by :  Lisa J. Dettling of the U.S. Federal Reserve Board and Melissa S. Kearney of the University of Maryland.

SOURCE: House prices and birth rates: The impact of the real estate market on the decision to have a baby

Research : Gender Interactions Within the Family Firm

March 17, 2014 Monday 

Research Finding . 

" When Women Take Over Family Firms, Profitability Increases ! ( international business statistic ) 

A study of thousands of family-owned firms in across the world  reveals that, on average, ( a)  " Replacing a male CEO with a woman improves a company’s profitability . 

(b ) An effect that becomes more pronounced as the proportion of women on the board of directors increases " 

says a team led by Mario Daniele Amore of Bocconi University in Milan.

 Overall, the more women on the board of a female-led firm, the more profitable it is likely to be. 

Reason ? 

The presence of women directors may make female CEOs feel more comfortable, improving cooperation and facilitating information exchange, the researchers say.

SOURCE: Gender Interactions Within the Family Firm

Get Results — Even When You’re Understaffed

 FRI 27 MAY 

Get Results — Even When You’re Understaffed

As a manager, you likely know the importance of collecting ideas from a diverse set of employees. But how do you create an environment where people on your team, regardless of their role or status, feel empowered to speak up and push new ideas forward or revive older ones that have been discarded? Here are a few tactics to try. Rethink project calendars. Prioritize what’s most critical, and defer what you can. For example, does there really need to be a system upgrade every year, or would every other year be fine? Chances are, some of your initiatives can wait. Prioritize core stakeholder needs. Delivering a little to all your stakeholders, whether they're clients or customers, might end up leaving everyone dissatisfied. Identify who deserves the most attention, and focus your limited resources on them — even if that means paring down your portfolio. Find quick interventions. Look for ways to substantially improve efficiency. For example, can you automate data entry, converting paper forms into electronic ones that clients enter themselves? Optimizing tedious tasks can free up employees to do work that drives more value.

This tip is adapted from “3 Strategies for Managing an Understaffed Team,” by Margaret M. Luciano

Don't Just Communicate, Explain

 Don't Just Communicate, Explain

Good communicators know they need to use energy and enthusiasm to persuade their audience. Great communicators know they also need to explain what all the excitement is about.

Next time you need to share something important, be sure you convey enthusiasm, but also clearly explain what is at stake and answer the question "What does it mean?"

Lay out what the issue, initiative, or problem is — and be clear about what it isn't. Use metaphors only if they are helpful to your point and share details that support your claims. Then, define what you want people to do by establishing clear expectations. Don't lose or confuse your audience with too many details, though — save those for written communications.

(Tip was adapted from "Great Communicators Are Great Explainers" by John Baldoni.)

16 Leadership Principles ( email forward 30 Dec 2008 )

 1.  Always, when leaders say that the people are not following, it's the leaders who are lost, not the people.

  2. Leaders get lost because of isolation, delusion, arrogance, plain stupidity, etc., but above all because they become obsessed with imposing their authority, instead of truly leading.

  3. Incidentally, leading is helping people achieve a shared vision, not telling people what to do.

  4. It is not possible for a leader to understand and lead people when the leader's head is high in the clouds or stuck firmly up his backside.

  5. That is to say - loyalty to leadership relies on the leader having a connection with and understanding of people's needs and wishes and possibilities. Solutions to leadership challenges do not lie in the leader's needs and wishes. Leadership solutions lie in the needs and wishes of the followers.

  6. The suggestion that loyalty and a following can be built by simply asking or forcing people to be loyal is not any basis for effective leadership.

  7. Prior to expecting anyone to follow, a leader first needs to demonstrate a vision and values worthy of a following.

  8. A given type of leadership inevitably attracts the same type of followers. Put another way, a leadership cannot behave in any way that it asks its people not to.

  9. In other words, for people to embrace and follow modern compassionate, honest, ethical, peaceful, and fair principles, they must see these qualities demonstrated by their leadership.

  10. People are a lot cleverer than most leaders think.

  11. People have a much keener sense of truth than most leaders think.

  12. People quickly lose faith in a leader who behaves as if points 10 and 11 do not exist.

  13. People generally have the answers which elude the leaders - they just have better things to do than help the leader to lead - like getting on with their own lives.

  14. A leadership which screws up in a big way should come clean and admit their errors. People will generally forgive mistakes but they do not tolerate being treated like idiots by leaders.

  15. And on the question of mistakes, a mistake is an opportunity to be better, and to show remorse and a lesson learned. This is how civilisation progresses.

  16. A leader should be brave enough to talk when lesser people want to fight. Anyone can resort to threats and aggression. Being aggressive is not leading. It might have been....... 2000 years ago, but it's not now. The nature of humankind and civilisation is to become more civilised. Leaders should enable not obstruct this process.

3 Tips for Demonstrating Humility

 3 Tips for Demonstrating Humility

Effective leaders need to be mindful not only of their accomplishments, but of their character as well. Humility is a key aspect of character. Here are three ways to step out of the limelight and let others shine:

   1. Temper authority. Don't use authority just because you have it. Encourage your people to make decisions, set their own goals, and take responsibility as often as possible.
   2. Promote others often. Grooming talent is good for your organization and for you as a leader. Promote people around you, giving them opportunities to match or even surpass your success.
   3. Acknowledge the accomplishments of others. If things go well, give away the credit. If things go poorly, take the fall. This humble approach will ensure your team rallies behind you.

(Management Tip was adapted from "Humility as a Leadership Trait" by John Baldoni.)s

How to Make Solving Problems Fun

 Sat 21 Nov 2009 . 

How to Make Solving Problems Fun

Problem-solving doesn't need to be all hard work and focus. Next time you need to solve a problem, start a contest: offer a prize to the first employee who figures out how to get the attention of a tough customer, or give a gift certificate to the person who figures out how to resolve a product issue that customers regularly complain about. Here are three rules for making — and keeping — it fun:

   1. Focus on real problems that matter. Avoid fun for the sake of fun. Find real problems and opportunities that people can tackle.
   2. Choose problems that require creativity. Those problems are the most fun to crack.
   3. Money isn't fun. Don't offer cash as a reward. That makes people compete in a serious way and robs them of the fun.

( From "How to Make Solving Problems Fun" by Peter Bregman. )

Procrastinating? Try Lowering the Stakes

 Thu May 26 

Procrastinating? Try Lowering the Stakes

We all put off uncomfortable or tedious tasks sometimes, especially when they're a small part of a bigger project or a long-term goal. How can you stop your impulse to procrastinate? (1) First, commit to a deadline. Circle a date on your calendar, and hold yourself accountable. (2) Then make tiny behavioral changes. Instead of focusing on the enormous task ahead of you, lower the bar and find a manageable way to get started. If you find yourself overwhelmed by your inbox, for example, try replying to just one email. (3) Also, lower the stakes. If it feels like you're making a huge decision, you might feel paralyzed. Instead, reframe your project as an experiment, in which you recognize that the outcome is uncertain, and set your expectations accordingly. When the pressure is off, it’s a lot easier to motivate ourselves to get started.

This tip is adapted from “Stop Procrastinating and Tackle That Big Project,” by Dorie Clark

“The Essentials: Retaining Talent,” by Women at Work podcast episode

 Mon 23 May 2022 

Keep Valuable Employees By Understanding What Drives Them

Every manager worries at some point that their best employees are eyeing the door. So, how can you assess whether your top talent is engaged? Are there ways to head off thoughts of leaving?  Retaining valuable employees starts with having open and honest conversations about what they want and need. In your one-on-one meetings, ask how they’re feeling about their work and what they’re most excited about. If and when they ask for something — a raise, a new assignment, or a flexible work schedule — don’t make assumptions about what’s driving their request. Instead, just ask.  You may not be able to give them exactly what they want, but understanding their motivations may help you meet their needs in other ways. Be transparent about what’s in your control and what’s not. For example, you can say, “I can’t guarantee that, but I hear that it’s important to you. I’m going to keep it in mind as we continue to navigate this uncertain future. You’re a valuable employee, and I’m going to do my best to give you those things when it’s in my control.”

This tip is adapted from “The Essentials: Retaining Talent,” by Women at Work podcast episode

How to Avoid a Job Switch You’ll Later Regret

 Wed 25 May 2022

How to Avoid a Job Switch You’ll Later Regret

No one wants to feel regret after taking a new job. And yet, it’s something that happens. Here are some steps you can take during the job search process to avoid that sinking feeling that you’ve made a career misstep. Structure your decision-making process. Identify what’s most beneficial for you and your career long before you get to a decision point. Outline your career goals and which criteria you’ll use to decide whether to accept a job. Ask exploratory questions. During your interview, ask about employee engagement, growth potential, expectations, and how long people historically stay in their roles. Beware of your cognitive biases. Confirmation bias is the tendency to favor information that confirms what we already believe, like noticing and buying into stories that align with our current views. Be careful you’re not overlooking any clear warning signs. Seek an insider's perspective. Make it a priority to network with employees who work for the company you’re interested in joining, and get their view of what it’s really like on the inside.

This tip is adapted from “Switching Jobs? Here’s How to Make Sure You Won’t Regret It.,” by Susan Peppercorn

“How the Best Teams Keep Good Ideas Alive,” by Patricia Satterstrom et al.

 Tue 24 May 2022 

Ensure Your Team Keeps Good Ideas Alive

As a manager, you likely know the importance of collecting ideas from a diverse set of employees. But how do you create an environment where people on your team, regardless of their role or status, feel empowered to speak up and push new ideas forward or revive older ones that have been discarded? Here are a few tactics to try. Amplifying. Publicly repeat someone else’s good idea. By vouching for ideas that you believe have merit, you can ensure they don’t get lost in the shuffle. Developing. Sometimes ideas get rejected because people don’t fully understand them. Rather than dismissing these ideas, ask clarifying questions to ensure everyone’s on the same page. Exemplifying. Demonstrating how an idea could work in practice, or collecting data to support it, can help keep an idea alive, even if some on the team are inclined to reject it.

This tip is adapted from “How the Best Teams Keep Good Ideas Alive,” by Patricia Satterstrom et al.

“Preparing to Tell Your Boss 'I Quit,’,” by Nihar Chhaya and Dorie Clark

 Thu 19 may 2022 

Be Ready to Handle Your Boss’s Reaction When You Quit

Telling your boss that you’re leaving is a tough workplace conversation to have. While it’s difficult to predict how they’ll respond in the moment, you want to go in with a plan for handling their reaction. Here are a few common scenarios and how to prepare for them. If they get angry. Anger is often a temporary stress reaction, and with a little time, your boss will likely cool down. Be gracious and give them space to process the new development. “I know this is a surprise,” you could say. “I want you to know how grateful I am for your support and encouragement in this role." If they criticize your future employer. Don’t argue with them. Instead, reiterate your decision. “I really appreciate your concern,” you could say. “I’ve decided this is the best course for me, and I feel good about that decision, but thank you.” If they try to shame or guilt trip you. Assure them that you'll help to make the transition as smooth as possible. You might also emphasize that this wasn't an easy decision for you. “I know how much you’ve supported me,” you could say. “It wasn’t an easy decision to reach, but I truly feel it’s the right time for me to move on and I’ll always be grateful for our work together.” If they counteroffer. Know ahead of time whether this is something you’ll consider. Are you definitely all-in on your next chapter? Or would a new salary or title make you reconsider? If it's the former, you could say, “I truly appreciate you asking. I’ve thought this through and feel confident that moving on is the right step for me.” If it’s the latter, start a conversation about what new terms would make you open to staying.

This tip is adapted from “Preparing to Tell Your Boss 'I Quit,’,” by Nihar Chhaya and Dorie Clark

“Work Smarter, Rule Your Email” by Alexandra Samuel.

 Thu 06 March 2014 

Identify Discrete Tasks to Get Through Your Email Faster

It can be tricky to distinguish between processing your email and doing your work. You’re “just checking your email,” and the next thing you know, you’re deep in an Excel file, calculating the latest budget figures so that you can reply to a message — while new messages pile up !! 

 The more you can separate the job of reading and replying to email from the tasks that are sometimes embedded in your correspondence, the faster you’ll be able to get through your inbox and actually get on to those tasks.4

 A good rule: stay within your email program during email time.

 Anything that requires you to open a browser or Word document, pick up the phone, or walk over to a colleague’s desk is by definition a discrete task.

Adapted from “Work Smarter, Rule Your Email” by Alexandra Samuel.

“How to Be a Mental Health Ally,”

How to Support an Employee Who Is Struggling with a Mental Health Issue

Talking about mental illness isn’t easy, especially at work. But it’s essential, as a leader, that you’re prepared to have conversations, particularly with employees who are struggling. Here are several things you can try to make sure you’re a well-equipped mental health ally to an employee who you’re concerned about. Prepare yourself. Think about any assumptions or preconceptions you may have about mental health conditions and the people who deal with them — then, discard them. Educate yourself on the mental health resources your organization offers. And consider your own history with mental health, and whether you'd be willing to share your experience with others. Find a good time to chat. Keep an eye out for signs that the employee is struggling. Watch for lack of concentration, missed deadlines, decreased communication, or repeated, unexplained absences. Try to pick a “good day” when your colleague seems approachable or relaxed. (And remember, some people show no outward signs of struggle or work concerns, so you can’t always assume that someone isn't struggling merely based on their appearance or work performance.) Start gently. Talking about mental health should feel normal. Simply asking, “How are you feeling today?” or “How was your weekend?” or “How’s that assignment going?” can create space for the discussion. Of course, don’t force the conversation — follow the employee’s lead. Strike an open, genuine, and empathic tone. A casual, non-confrontational approach can facilitate a more open dialogue. Reassure. Remind them of how they were able to overcome challenging tasks in the past, reassuring them that things will be OK, and making them feel valued and needed. Many people with mental illness fear being disliked, abandoned, or rejected once others learn of their issue. So continue to have regular conversations while gently checking in.

This tip is adapted from “How to Be a Mental Health Ally,” by Katherine Ponte

“How to Ask for Feedback from an Interviewer,” by Marlo Lyons

 

How to Ask Your Job Interviewers for Feedback

Job interviews are a great opportunity to learn about yourself, regardless of whether or not you end up getting the job. The best way to do that? Ask for feedback. Here are three ways to gather insights from your interviewers, during or after the process. (1)  Start by asking for input after your first screening call. At the end of this conversation, you might say, “Based on our conversation, how do you think my experience matches what’s needed for the job?” (2) Then decode the answer. If they say you'll have a second interview, ask, “Is there anything specific I should highlight based on the job description or the intangibles not listed?” If the recruiter is noncommittal about next steps, you might not be a top candidate. (3) Once you make it past the recruiter screen, continue to ask for feedback after every round. A good question to pose is, “How do you think my skills can be leveraged to bring value to your team and the company?” The answer will reveal whether your message was clear or if you need to hone it further. If you're in contact with a recruiter throughout the process, you can see if they have any specific suggestions about improving your interview technique. (3) Finally, if you don't get the job, be sure to ask about culture fit. Specifically, ask the recruiter or hiring manager, “Do you think, based on the feedback from my interviewers, that I would be a fit for future opportunities at your organization? I wouldn’t want to waste my time or yours if it’s not a match.” You might not always receive transparent answers to these questions, but you can often read between the lines.

This tip is adapted from “How to Ask for Feedback from an Interviewer,” by Marlo Lyons

“Recognizing and Responding to Microaggressions at Work "

Don’t Let Microaggressions Slide

Microaggressions — insensitive statements, questions, or assumptions aimed at traditionally marginalized identity groups — are not only harmful to the person on the receiving end of them but also to a team’s culture. If you see a microaggression take place at work, how should you respond? (1) Start by asking yourself: What's the right moment to say something — if at all? Consider the environment and be thoughtful about how to create a safe space for the conversation. Think about whether the conversation is best had in the moment (possibly in front of other people) or one-on-one. And if you do decide to confront someone, try to “call them in” by engaging in an honest, authentic dialogue rather than "calling them out." (2) Next, consider your relationship with the person who has made the transgression. If you know them well, you may be able to simply say, “Hey, you made a comment earlier that did not sit well with me.” However, if you do not have a personal relationship with the colleague, consider what you know about their personality (do they tend to be combative?) and history with uncomfortable conversations (are they generally approachable?). You may also need to bring in other colleagues they are closer with to help facilitate the conversation. (3)  Finally, be honest about your level of familiarity with the subject at hand. For example, maybe you recognize that a comment is a racial microaggression, but you don’t know the history or full implications of it. In that case, it’s OK to talk to the person and express your concern, but recognize you’re not an authority on the topic, and consider learning more first or talking to someone who has more familiarity with the topic.

This tip is adapted from “Recognizing and Responding to Microaggressions at Work,” by Ella F. Washington

“The Downsides of Making a Counteroffer to Retain an Employee,” by Mita Mallick

 Mon 16 May 2022

 " Before Making a Counteroffer, Consider the Downsides ! " 

When a valuable employee tells you that they’ve received a job offer from another company, making a counteroffer may seem like a no-brainer. But before you do, consider these potential downsides.

(1)  First, be realistic. Most people don’t leave a job just because of money, so it’s not likely your counteroffer will address the underlying issues that pushed your employee to pursue other opportunities in the first place. A raise (and maybe a new title) might not be enough to keep this person from becoming a flight risk again in a few months.

(2)  Next, recognize that your counteroffer may seed doubts about your leadership — particularly if you're giving a promotion to an undeserving employee. You have to be able to defend your decision to human resources, your boss, management, and anyone else who works with that person. Not only will the person’s poor performance in the new role reflect badly on themselves, it will also reflect badly on you and your ability to assess and coach talent. 

(3) Finally, beware that offering a counteroffer can negatively impact team morale. If your employee shares their new salary with the team or jumps up the org chart, the rest of your team could be left feeling undervalued. It can also erode respect for the individual if others don’t feel they deserved the promotion and only got it by threatening to leave. Consider the big picture and weigh the impact of one person leaving against potentially losing the trust of the rest of your team.

This tip is adapted from “The Downsides of Making a Counteroffer to Retain an Employee,” by Mita Mallick

“How to Be a Compassionate Manager in a Heartless Organization,” by Liz Kislik

 Fri 13 May 2022

Make Compassion a Priority, Even When Your Organization Doesn’t

Compassion is an essential component of good leadership. But this can be a difficult ideal to live up to when the rest of your company’s culture is more cutthroat. (1)  To be compassionate when that’s not the norm, you need to lead by example. Your behavior sets the bar. People notice how you change your position when you receive new information, how you deal with pressure, and whether you’re going to bat for them. Do your best to show up for your team, even when that means going against the grain. (2) Even as you try to treat everyone with kindness and interest, you’ll have to make choices about where to invest your time and energy. Otherwise, you’re heading right into burnout territory. So choose your priorities carefully and try not to overpromise. (3)  Finally, continue delivering business results. The more you do that, the more organizational credibility you'll develop, and you’ll need that clout to advocate for your team and their interests. Ideally, others outside your area will come looking to see how you’ve been so successful and learn from your compassionate ways.

This tip is adapted from “How to Be a Compassionate Manager in a Heartless Organization,” by Liz Kislik

“Managers, What Are You Doing About Change "

 

Yet Another Change? Support Your Team Through It

Re-orgs, leadership transitions, new technologies. Change is anxiety-inducing, and you can’t rely on your team members’ individual resilience to get through. As a manager, it’s important that you address change exhaustion at the collective level. Here are four practices that can help. (1)  First, pause to acknowledge when a significant change is happening, and the discomfort that comes with it. For example, if your organization is altering its return-to-office plan, don't jump right into logistics ! Instead, stop to recognize the emotional toll the shift might be taking on your people. Make it a priority to set aside time in an upcoming meeting for people to share their feelings, voice concerns, and ask questions. (2) Second, help your team adopt a growth mindset. Model for your team that it’s normal to be continuously evolving by using phrases like, “I am a person who is learning how to ______.” (3) Third, make a plan — but be ready to deviate from it. By adopting a more flexible mindset, you can help your people get less frustrated when things inevitably shift. (4)  And lastly, invest in simple rituals that the team can do together to reduce stress. Something as simple as adding a routine meditation or lunch break to your team's calendar can make a big difference, especially when it feels like the ground keeps moving under their feet.

This tip is adapted from “Managers, What Are You Doing About Change

Banish Bland Language from Strategic Plans

 Fri 07 Feb 2014 

Banish Bland Language from Strategic Plans

Strategic plans are often filled with empty phrases like “Leverage Our World Class Operating Capabilities” or head-scratching aspirations like “Reshape Our Pricing and Trade Strategy to Effectively Drive Demand While Maintaining Market Access.” Language like this can signal that a team doesn’t have a clear idea of what they need to succeed ! 

 To counter this dynamic, the CEO of a large financial services firm banned her organization from using a list of words and phrases such as 

“leverage,” “synergy,” “disintermediation,” and “robust.” With the right leadership, a good strategic plan will deliver meaningful substance that can be translated into action.

Adapted from “Four Tips for Better Strategic Planning” by Ron Ashkenas and Logan Chandler.

Don’t Extend the Deadline—Plan Better

 Mon 04 Nov 2013

Don’t Extend the Deadline—Plan Better

You may want to rethink postponing that deadline. Although it’s a relief to be “given” more time, we rarely use extensions wisely; instead, we lose motivation, procrastinate, and wind up facing the same situation again later. Address poor time planning with these tips:

(1) Shorten the distance to your ultimate goal.

 This will keep motivation high, and keep the pressure on for procrastinators. Impose interim deadlines, breaking a larger objective up into mini-targets spaced out strategically in time. These deadlines need to be meaningful, though— if it’s no big deal to miss the deadline, then it’s not a real deadline.

(2) Become a realistic judge of how longs things will take.

 Consider how long it’s taken to complete similar projects in the past, and try to identify the ways in which things might not go as planned. Break the project down in detail, estimating the time needed to complete each step and allowing for snags in your schedule.