Cold calls for job hunt

 

MAY 22, 2013 Wednesday . 

Get a Job Offer from a Stranger ! 

A good network is important when searching for a job. But if you don't already know the right people, you need to expand your reach. People you don't know yet can be just as helpful as those you do. Here's how:

(1) Define your professional goals.

 Write down your objectives and make sure you can tell a cohesive story about yourself and where you're headed.

(2) Cast a wide but focused net.

 Scour LinkedIn, company websites, and Twitter to identify people who may be able to offer you a job in your chosen field, or advice on how to get one. With this cold call approach, you're not likely to get a high response rate so don't be afraid to compile a long list.

(3) Tell a personal story. 

Write an email to each person making it clear who you are, what you're interested in, and why he or she should respond and help you.

 adapted from "Make a Stranger Believe in You" by Anne Kreamer.

Zen & Gerontology ! Cognitive computer games

 May 22, 2013 Wednesday

Take Up Computer Games, Not Crosswords, as You Age

People aged 50 and over who were assigned to play the computer game Double Decision (formerly Road Tour) for at least 10 hours over eight weeks showed a clear improvement compared with the normal loss of cognitive function as people age, says the Wall Street Journal. The amount of improvement ranged from 2 to 7 years. People who were assigned to do crossword puzzles showed no such improvement. Previous research shows that older people who play various kinds of cognitive games have better health outcomes and better driving records.

SOURCE: When Computer Games May Keep the Brain Nimble

team work ingradients

 MAY 23, 2013 Thursday 

4 Things Every Team Needs ! 

No matter how big or small your team or what its goal is, there are four things it needs to succeed. As a leader, it's your job to help your group create and adhere to each of these:

(1) A meaningful common purpose.

 Most teams are responding to a mandate. But to be successful, your team must "own" this purpose by developing its own spin on it.

(2) Specific performance goals.

 Develop measurable goals to inspire your team and inject a sense of urgency. Shared goals require everyone to focus on their collective effort, rather than on differences in titles or status.

(3) Commitment to how the work gets done. 

At the onset, agree on who will do what jobs, how you will establish and honor schedules, and how you will make and modify decisions.

(4) Mutual accountability. 

You can't force trust and commitment. By agreeing upon purpose and goals, your team members forge their accountability to one another — not just to the leader.

 adapted from the HBR Guide to Managing Up and Across.

"Great Leaders Know When to Forgive" by Rosabeth Moss Kanter.

 

MAY 24, 2013 Friday .

As a Leader, Know When to Forgive ! 

As a leader, it's your job to hold people accountable. But you also need to know when to let them off the hook. Letting go of peoples' past wrongs will help you build a brighter future for your team and your organization. Sure, it's tempting to hold a grudge against an employee who went behind your back, or a colleague who failed to meet his goals and tarnished your team's reputation. But don't go around settling scores. Instead, make sure employees know the consequences of their actions and then move on. Tell them that you believe they can change or make up for their mistakes. Anger and blame are unproductive emotions. Giving people a second (or even third) chance is better for you, and them, in the long run.

 adapted from "Great Leaders Know When to Forgive" by Rosabeth Moss Kanter.

DNA anonymity in USA

 May 24, 2013 Friday

What Was Anonymity?

In the name of science, 2,500 people have participated in Harvard's Personal Genome Project, anonymously sharing DNA data along with such information as histories of depression and sexually transmitted disease. But Harvard Privacy Lab director Latanya Sweeney demonstrates what "anonymous" really means. Of 579 participants who listed their birth dates, ZIP codes, and genders, her team was able to identify 42% by name using public records. Previously she was able to identify up to 87% of the U.S. population with just ZIP code, birth date, and gender.

SOURCE: Harvard Professor Re-Identifies Anonymous Volunteers In DNA Study

Plan your presentation with storyboarding !

 MAY 27, 2013

Storyboard Your Presentation for better results ! 

( Tip on presentation skills ) 

Before you start creating slides for your next talk / presentation / trainig -  PLAN what you're going to say ! 

 A storyboard — a visual outline of your presentation — will save you more time than it takes to create it ! 

(1)  First, draw small representations of your ideas on sticky notes. Advantage : The small space forces you to use simple, clear words and pictures.

(2) ( while making ppt slide deck)  Limit yourself to ONE IDEA  per slide: There's no reason to crowd them. This sketching process will help you clarify what you want to say and HOW you want to say it.

 As you storyboard, you'll be able to tell immediately which concepts are clunky or overly complex (you'll run out of space on your sticky notes). Eliminate them, and brainstorm new ways to communicate those messages more clearly.

 HBR Guide to Persuasive Presentations.

More in this article : 

How to Storyboard PowerPoint Presentation to Create a Killer Story - The SlideTeam Blog

How about a Digital Tech break , every week ?

 

MAY 28, 2013

Take a Weekly Technology Break ! 

There are serious personal benefits of taking time away from the constant hum of technology. So why wait for your next vacation? Take a device hiatus every week.

 On Friday night, turn off everything with a screen — your computer, tablet, and phone. Put them in a drawer to keep them out of sight. And don't turn them on again until Saturday night. Knowing you won't be able to connect for 24 hours can be unnerving, so prepare in advance.

 Print out your schedule, along with any maps or phone numbers you need. Let people know that they won't be able to text, tweet, email, use Facebook, or web chat during that time.

 Then enjoy — be present and focused on whatever you do — spend time with your kids, go for a hike, read a book. You'll likely find the day is longer and when you power back on, you'll feel recharged.

Today's Management Tip was adapted from "Tech's Best Feature: The Off Switch" by Tiffany Shlain.

Conflict in office meetings & how to manage

 MAY 29, 2013 Wednesday 

Choose Connection Over Conflict ! 

It feels good to win an argument. But in every fight there's a loser too, and your counterpart may leave the discussion feeling discouraged and disengaged. Instead of combating, try connecting:

(1) Set rules of engagement.

 If you're heading into a meeting that could get testy, outline rules to make it a productive, inclusive conversation. For example, make sure everyone has enough time to explain ideas without being interrupted.

(2) Listen with empathy. 

Make a conscious effort to speak less and listen more. The more you learn about other peoples' perspectives, the more empathy you'll feel.

(3) Plan who speaks. 

In situations when you know one person is likely to dominate (that may be you!), make sure everyone is able to speak. Identify who in the room has important information or perspectives to share. List them on a flip chart and use that as your agenda.

Today's Management Tip was adapted from "Your Brain Is Hooked on Being Right" by Judith E. Glaser.

Minimize office meetings but maximise the effect !

 MAY 30, 2013 Thursday 

Don't Schedule That Meeting

Some people get trigger-happy when it comes to scheduling meetings. Have information to share? Need to get the team's input? Better get something on the calendar. But half the time, these gatherings are a waste of time. Here are three rules for being respectful of other people's time:

(1) Only use meetings for discussions and decisions that must happen with a team, in real time. Don't use the time for FYI items that you can communicate via e-mail.

(2) Send a clear agenda with the meeting invitation — not two minutes before — so it's easier for everyone to tell whether they need to attend.

(3) Designate someone to take thorough notes. Circulate those to anyone who might need to be in the loop, but doesn't need to come to the meeting.

Today's Management Tip was adapted from "Break Your Addiction to Meetings" by Elizabeth Grace Saunders.

A Century of Human Capital and Hours

 May 30, 2013 Thursday 

Why the U.S. Poor Have the Same Length Workday as the Rich

In 1890, the poorest 10% of male U.S. workers labored an average of 10.99 hours per day, while the richest worked 8.95 hours. A century later, the poorest's hours had dropped to 8.83 hours a day, while the richest's hours had barely budged, say Diego Restuccia of the University of Toronto and Guillaume Vandenbroucke of the University of Southern California. Over the course of 100 years, the poorest's productivity rose dramatically, and their resulting higher hourly earnings allowed them to spend less time working and more time going to school, the researchers say.

SOURCE: A Century of Human Capital and Hours

Internship in the same company before job

 MAY 31, 2013 Friday 

Want the Job? Do a Project ! 

No matter how well you interview, more and more hiring organizations will ask you to participate in a real-world project before they extend an offer. 

They want to test your ability to do the job, whether you're redesigning a social media campaign, documenting a tricky bit of software, or editing a keynote presentation.

 Proceed with caution when offered such an assignment: Sometimes firms use them to pit two or three candidates against each other, and they usually pay below-market rates for the work. But don't turn down the opportunity. A project gives you the chance to shine — and win credibility — in advance: If you get the job, people in the organization will know you've already delivered something above and beyond a decent track record. 

It's also a good chance for you to learn about what it's like to work with your future boss and colleagues.

Today's Management Tip was adapted from the HBR Guide to Getting the Right Job.

Mosanto & GM resistent rootworm in USA midwest

 May 31, 2013

Life Finds a Way

With more and more farmers using genetically modified corn from Monsanto Company that resists plant-killing rootworm, the share of U.S. acreage treated with insecticide fell from 25% in 2005 to just 9% in 2010. But the rootworm has modified its genetics too. Insects resistant to the Monsanto corn appeared in 2011 and are now scattered across the Midwest. The development threatens to undermine one of the main benefits of genetically modified crops: that they reduce the need for chemical pest control, says the Wall Street Journal.

"How to Give a Meaningful Apology" by Mark Goulston.

 JUNE 4, 2013

Give a Meaningful Apology ! 

Did you snap at a colleague who didn't get her work done? Or did you miss an important deadline, messing up a coworker's project timeline? When your mistake affects someone else, here's how to make amends:

(1) Admit that you were wrong. 

Own up to what you did — or failed to do.

(2) Show you understand the repercussions.

 Don't assume you know what your coworker feels or thinks, but acknowledge that you know you've negatively affected him.

(3) Tell her what you will do differently. 

Reassure her that you won't behave the same way in the future. Be specific about what you will change.

Today's Management Tip was adapted from "How to Give a Meaningful Apology" by Mark Goulston.

your first 90 days projection in job ints

JUNE 6, 2013 Thursday 

Communicate What You'll Accomplish in Your First 90 Days ! ( Job Interviews ) 

As a new hire, you'll have 90 days to make an impact ! 

 So it's not surprising that many interviewers ask the question: "What do you hope to achieve in your first three months?" Have a thoughtful answer ready — one that helps people envision how you'll work with your team, present to your boss, and talk to customers. 

(1) Start by describing the role in big-picture terms. Say briefly how you think the position fits into the larger organization. Then define the challenges you would face.

(2)  Draw on perspectives from outside the organization, like what industry experts say, or how you've seen similar challenges dealt with at other companies. 

(3) Lastly, offer clear recommendations. Avoid giving a bland, predictable answer like "I wouldn't make any changes before learning more." But don't promise more than you can deliver either.

Today's Management Tip was adapted from the HBR Guide to Getting the Right Job.

Fear of death , cosmetic surgeries

 June 06, 2013 Thu

Research Finding : 

Cosmetic Surgery Is Fueled by a Fear of Dying

Experiment : 

People who were instructed to think about their own mortality were more receptive to the idea of having cosmetic surgery than those who weren't (3.57 versus 2.96 on a seven-point scale), suggesting that fear of death is a motivator behind patients' decisions to have tummy tucks, and such cosmetic surgeries.  

Underlying reason ? 

When people experience unconscious death terror, they tend to engage in behaviors that maintain their sense of symbolic immortality, even though cosmetic surgery itself can threaten people's health or even their lives . 

Research by :  Kim-Pong Tam of Hong Kong University of Science and Technology.

SOURCE: Existential motive underlying cosmetic surgery: A terror management analysis

work from home, tax free contract low pay jobs in Germany ( Circa June 2013 )

 

June 07, 2013 Friday

Mini-jobs Give German Employers New Flexibility

( Economy & job market insight aka pros and cons of part time jobs ) 

Germany's relatively strong economy has led to a proliferation of "minijobs," a special employment classification originally designed for ' stay-at-home mothers ' that allows people to earn up to 450 euros a month tax-free.

 About 7.4 million people, or nearly 1 in 5 working Germans, now hold these low-wage, part-time positions, which include restaurant and clinic work, says the Wall Street Journal. Proponents say minijobs give employers flexibility to adjust their workforces and keep wages low; opponents say they trap workers in marginal occupations.

 Your take ? 

Low wage but tax free jobs help a lot. 

No ,this robs employees of perks, emoluments, leaves & rights

Reduces unemployment , esp for young moms with babies & senior citizens.

CEO s and decision making under risk & uncertainty .

June 10, 2013 Monday

CEOs Are Different from Us (and from CFOs)

Research Finding : 

Just 9.8% of chief executives can be categorized as " risk-averse " , compared with 64% of the (similarly aged) general population,

Sample Size : 

 A survey of about 1,000 top leaders in the U.S. by John R. Graham, Campbell R. Harvey, and Manju Puri of Duke University . And 10,000 normal public , men and women, of similar age group . They administered a questionnaire. 

Underlying reason : To push the growth of companies and to achieve business targets, CEO s are compelled to take some risky decisions that yield high pay-off s ! However, they need to involve other stake holders & match their gut feelings with hard data, well researched by M.R.  Unlike CEO s, normal public do not have the benefit of plenty of advisers with specialized knowledge. 

Corollary fact : 

 Moreover, 80% of CEOs are " very optimistic " , well above the mean. CEOs are also much more optimistic than CFOs; only 65% of CFOs can be classified as very optimistic.

Reason ? 

CFO s have to exercise a lot of  '' Due Deligence " which is basically a pessimistic activity of sizing up what can go wrong .

SOURCE: Managerial attitudes and corporate actions

New Product launch, marketing niche

  JUNE 10, 2013 Monday 

Define the Playing Field Before Entering a New Market ! ( Marketing Tip ) 

When you're on the hook to launch a new product or service, you need to answer a critical question: How many customers will buy it? It's tempting to jump right in, assuming everyone will want your fantastic new offering. 

(1) But before you put the resources into building, marketing, and launching a product, it pays to research just how big the market is. Your gut feel may be directionally correct, but double-check it against hard data about potential customer groups. 

(2) And don't do this in a vacuum. Be sure to have an objective conversation with the people on your team about exactly where this product will play and how big that market might be. Defining the specifics will help you clarify your product's competitive advantage.

Today's Management Tip was adapted from HBR's Go to Market Tools: Market Sizing

Social Media for Learning & Career advancement

 Tue 11 June 2013

How to Make Time for Social Media

Being on Twitter, LinkedIn, and other social media sites can be good for your career and your business, but where do you find the time in your busy schedule? Something's got to give. To help you decide where to cut back, ask these questions:

(1) What am I learning? 

If you use social media to learn new things about your business, ask which other activities can be retired. If you're using Twitter to read 10 articles a week on professional best practices, maybe you don't need to attend that annual training workshop.

(2) Who am I meeting? 

Social media tools can help you discover new colleagues and deepen professional ties. If you're consistently expanding your network online, consider scaling back the number of face-to-face events you attend.

(3) How am I replenished?

 What's more relaxing: watching TV or catching up on Facebook news? You may decide to shelve some of your less-satisfying hobbies in favor of some of your new social media activities.

Today's Management Tip was adapted from "How to Make Space for Social Media" by Alexandra Samuel.

Women CEO's and prospects

 Research on " CEO prospects of women managers " 

June 11, 2013

" Women Say Yes to Advancement but ' No'  to the C-Suite !  " 

Research Finding : 

Although about the same proportion of midlevel female and male managers say they'd like to advance to higher levels in their companies (69% and 74%, respectively), only 18% of women say they'd become C-level leaders "if anything were possible." That's just half the proportion of men ( 36% )  according to a McKinsey study of 60 leading companies. 

Underlying Reason ? 

Numerous women said they were put off by the corporate politics of the C-suite.

SOURCE: Unlocking the full potential of women at work

Telecommuting / working from home, circa 2013

 

JUNE 12, 2013 Wednesday

" Be Just as Effective When You Work Remotely " 

When you're telecommuting — and your colleagues aren't — the burden is on you to make things work. Here are three ways to prove you're a valuable team member, even if you're not in the office every day:

(1) Understand the expectations. 

Should you match your colleagues' hours? Is it OK to take appointments during business hours without telling your manager? Actually ask those questions; don't just assume you know the answers.

(2) Make the most of face-to-face time. 

When you are in the office, fill your calendar with meetings — breakfast, lunch, and dinner — to build relationships. Ask people about themselves and their work.

(3) Be seen. 

Make yourself more than a disembodied voice on a telephone line. Improve your visibility by videoconferencing whenever possible. Even though you're at home, dress professionally and keep your desk clean.

Today's Management Tip was adapted from the HBR Guide to Managing Up and Across.

CEO wage dynamics: Estimates from a learning model

 

June 12, 2013, Wednesday

Research Finding : 

Good News Boosts the CEO's Pay; Bad News Has No Effect ! 

Research outcome : 

If shareholders think a CEO has done something good to boost profits, they reward the boss with a pay increase amounting to 48.9% (on average) of the perceived contribution to higher profits. 

But when the CEO is seen as causing a profit decline, there's a zero effect on his or her pay ! According to a  study of more than 4,500 chief executives in USA. 

Trend analysis : 

 This "downward rigidity" of CEO pay is pervasive in companies, whether their governance is good or bad.

 CEOs are in effect insured against bad news about their abilities , researchers conclude 

Research Courtesy :  Lucian A. Taylor of The Wharton School 

( This is how  - The Rich get richer & the ground level employees get pink slips, pay cuts , austerity measures & such ! ) 

SOURCE: CEO wage dynamics: Estimates from a learning model

"Would Customers Pay for Your Sales Calls?" by Scott Edinger.

 JUNE 13, 2013, Thursday 

Customers Need More Than Products ! 

The best salespeople see a sale as a consultation, not a transaction. They find ways to benefit the customer beyond what the product offers. Here are three ways you can be more valuable to your potential clients:

(1) Help clients see issues they hadn't considered.

 Don't start by lecturing a customer about the problems you see in her business. Lead a conversation, prompt her to explore deeper issues, and then offer thoughtful diagnoses as the discussion progresses.

(2) Point out opportunities they've missed. If you can identify them, help your customer see untapped possibilities – markets, technologies, trends – that will allow his business to grow.

(3) Refer them elsewhere, when necessary. 

Not every client needs what you're offering. When that happens, connect them with people who can help think through a complex issue or point them to another vendor who has what they need.

Today's Management Tip was adapted from "Would Customers Pay for Your Sales Calls?" by Scott Edinger.

“Notes of Appreciation Can Boost Individual and Team Morale,”

Thu 24 Nov 2022

Write Notes of Appreciation to Your Team

Expressing gratitude to your employees can feel awkward or uncomfortable. But celebrating your team members, especially around important holidays, can be a powerful, generous, and motivating gesture. Try writing a card or email that goes beyond a simple thank-you note. To write an impactful note of appreciation, focus on your employees’ strengths.

(1)  Start by highlighting a specific characteristic that you admire about them. 

(2) Then, explain why you value that attribute, and provide a real-world example of how it positively impacted the team. For example, you might write: 

“I value your ability to creatively solve problems, turning challenges into opportunities for growth. This ability routinely helps our team unlock innovative ideas. For example, you found an opportunity to create an entirely new product when our subscription numbers were down.”

 Notes like these will help your team members see their own abilities through your eyes. They also focus your employees’ attention on what’s going well and signal to them that they really matter.

This tip is adapted from “Notes of Appreciation Can Boost Individual and Team Morale,” by Whitney Johnson and Amy Humble

“Don’t Feel Guilty for Prioritizing Yourself Over Work,” by Donna McGeorge

 

Tuesday 22 Nov 2022

Prioritize Yourself to Prevent Burnout

It can be easy to equate hours spent working with productivity. But this fallacy that long hours = success often leads to burnout. Here’s how to prioritize your personal well-being without compromising your professional growth.

(1) Find time to do nothing. 

One way to build in a moment of genuine disconnection from work is to take some time at the beginning or end of each day to journal or doodle your thoughts. Think of this as a daily reflection or brain dump to release the pressure of your work life.

(2) Learn to say no.

 To get better at declining requests without feeling guilty, reframe saying no as setting boundaries. Ask yourself: Who am I willing (or not willing) to give time to? What do I want (or not want) to do or achieve? When do I need to protect time, and when do I want to make myself available? What kind of work will help me achieve my long-term goals?

(3) Become more intentional about space. 

Dedicate specific places to your work and reserve others for relaxation and relationships. Drawing clear lines between your professional and personal lives will help you thrive in both.

This tip is adapted from “Don’t Feel Guilty for Prioritizing Yourself Over Work,” by Donna McGeorge

“When—and How—to Say No to Extra Work,” by Melody Wilding

 friday 25 Nov 2022

Should You Take on That Extra Work?

If you’re a high-achieving employee on an understaffed team, it’s likely you’ve been asked to do extra work. But you need to be careful about what you agree to take on. Here’s when to say no to more work—and how to turn it down diplomatically.

(1) When your primary job would suffer. 

To decline, you might say, “If I helped you, I’d be letting others down,” or, “I’d be unable to do a good job on your project, and I’d be unable to fulfill my normal duties.”

(2) When there’s no clear exit strategy.

 If the scope of the new work seems too broad or indefinite, try saying, “While I’m grateful for the opportunity, I’m not sure I have the bandwidth available to achieve this long-term goal.” You might also offer to help in some smaller way, like attending brainstorming meetings or periodically consulting, to show you’re a team player.

(3) When the ask is unreasonable. 

If the timeline is too tight or the request is simply too demanding, try a “positive no,” which allows you to protect your time while still helping out. For instance: “It’s not possible to deliver the entire report by Friday afternoon. What about a first draft of section one?” Or, “Friday isn’t possible, but I can have everything for you by Monday afternoon.”

This tip is adapted from “When—and How—to Say No to Extra Work,” by Melody Wilding

Monday 21 Nov 2022

 What to Say When Someone Is Rude to You at Work

When someone is rude to you at work, whether it’s a customer, colleague, or even your boss, it can be hard to know if—and how—to respond. In some cases, it might feel too risky to speak up. Other times, it might feel too risky not to. Whether or not to respond is your decision. If you’ve decided that you should, here are three diplomatic ways to do it.

(1) Use “I” statements. For example:

I felt dismissed by your comment; while that may not have been your intention, that’s how it landed with me.

I’m hurt by what you just said. I imagine it wasn’t your intent, but that made me uncomfortable.

I understand why you’re frustrated.

(2) Use “It/That” statements. For example:

It’s disrespectful to tell people their ideas don’t have merit.

That comment isn’t helpful to either of us.

It would be easier for me to help you if we took the heat down in this conversation.

(3) Ask strategic questions. For example:

Did I hear you correctly? I think you said…

Can we take a step back for a moment?

I know we both care about getting this done. Can we do that together? I have some ideas.

This tip is adapted from “How to Respond to a Rude Comment at Work,” by Amy Gallo

“How Bullying Manifests at Work—and How to Stop It,” by Ludmila N. Praslova et al.

 Thu 17 Nov 2022

Identify and Prevent Bullying on Your Team

Workplace bullying can take many different forms. As a leader, you need to be equipped to identify and prevent it on your team. Here’s how. 

(1) Start by watching for signs of hostile bullying (for example, shouting at someone in anger). Hostility is typically triggered by resource scarcity and overall stress. To address this aggressive, overt form of bullying, reduce the pressure of unrealistic deadlines, unmanageable workloads, and toxic workplace competition—and emphasize the importance of teamwork and collective goals. You might also invest in training employees in non-violent communication.

(2)  Next, look out for the signals of indirect bullying (for example, spreading rumors about someone). To reduce this covert form of bullying, ensure transparent, fair, equitable, and legitimate reward systems. A level playing field will reduce credit-stealing, bragging, and other less-obvious forms of bullying.

(3)  Finally, consider conducting 360-degree surveys to gather more information about your employees’ experiences, and intervene if signs of bullying emerge. It’s important to create a psychologically safe environment where the least-powerful people on your team feel comfortable raising an issue.

This tip is adapted from “How Bullying Manifests at Work—and How to Stop It,” by Ludmila N. Praslova et al.

“A Better Approach to Networking,” by Christie Hunter Arscott

 Wed 16 Nov 2022

The Key to Networking Is Asking Good Questions

Meeting new people—especially in a professional context—can feel uncomfortable, and even downright intimidating. If the mere thought of networking triggers your anxiety, you can make a simple but powerful adjustment that will help you build new connections with confidence: Ask more—and better—questions.

(1)  Start by preparing what you want to ask, rather than what you want to say. When you turn your focus outward, rather than inward, you’ll feel more comfortable striking up conversations.

(2)  Next, move from “small talk” to “deep talk.” In other words, go further than asking someone what they do or where they’re from. For example, you might ask, “What do you value most about your job?” or “How did you arrive at this place in your career?” Questions like these subtly demonstrate confidence and curiosity and help you build more authentic connections—while keeping your fears at bay.

This tip is adapted from “A Better Approach to Networking,” by Christie Hunter Arscott

“Free Yourself from Shame at Work,” by Jenny Taitz

 Tuesday 15 Nov 2022

Overcome Shame at Work

We’ve all encountered situations that make us feel ashamed at work. Maybe you got a bad review from your boss or dropped the ball on an important project. How can you stop shame from holding you back?

(1) Identify whether you can learn from it. 

Sometimes shame is justified, indicating that you need to make a healthy change—for example, developing ways to be more timely and organized to achieve your goals. Other times, when you feel ashamed about something you can’t change—for example, being let go due to a reorganization—the shame is unjustified. In those cases, you have to let it go.

(2) Track it.

 Keep a log of when you feel self-conscious and prone to self-criticism. Use this to generate a list of incidents or comments that tend to incite shame for you. Putting words to your feelings in this way will get you into a problem-solving frame of mind.

(3) Rely on supportive, healthy relationships. 

Opening up to others exposes you to compassion and makes it easier for you to be compassionate with yourself. You’re not alone, and in relationships you’ll find that other people experience the feelings you’re struggling with, too.

This tip is adapted from “Free Yourself from Shame at Work,” by Jenny Taitz

“I Survived a Hate Crime. Here’s How My Company Supported Me.,” by Bhavik R. Shah

 Friday 11 Nov 2022

How to Support an Employee Who Is a Victim of a Hate Crime

Hate crimes are occurring at a disturbingly high rate in the U.S. What happens when one of your employees survives such a crime? Here are some ways to support them. 

(1) First, if an employee discloses that they’ve experienced a hate crime, respond with compassion. Take the time to thank them for being courageous enough to share their story. It’s normal to feel discomfort. Avoid creating solutions for them. Your role is to listen and validate their story.

(2)  Next, ask them directly how often they would like to check in about how their experience is impacting them at work, agreeing on a cadence that suits their needs. During these check-ins, you can outline available benefits, such as mental health resources, and how to access them. Be sure to offer flexible work arrangements around where and when they work, deadlines, and communication—but don’t assume they want less work or fewer responsibilities.

(3)  Continue to check in over time and adjust these accommodations and arrangements as needed. Lastly, always remember to protect confidentiality. 

(4) Don’t share any details with the wider team or organization unless your employee asks you to.

This tip is adapted from “I Survived a Hate Crime. Here’s How My Company Supported Me.,” by Bhavik R. Shah

“What to Do After Being Laid Off,” by Marlo Lyons

 Mon 14 Nov 2022

Take These Steps After Getting Laid Off ! 

Being laid off is painful. But if it happens to you, you’re not powerless—you can take steps to move toward a brighter future. Here’s where to begin.

(1) Reconfigure your mindset.

 Being laid off is not a reflection of your value or skill set. It’s a reflection of your former company’s lack of proper planning during a turbulent economy or of its change in business strategy.

(2) Write down your accomplishments. 

This will help you calm any racing thoughts about the job-hunting process. Frame your accomplishments around how you solved a problem, accomplished a goal, prioritized under pressure, turned a failure into a win, completed a complex project, or overcame a roadblock.

(3) Identify what you want. 

Do you want to work for a small or large company? Do you want to make a career pivot, or stay in the same type of role? Do you need to stay in the same location, or would you consider moving to another city, state, or country for the right position? Answering these questions will help you start to craft a new beginning.

Create a job-hunting schedule. Building a weekly or daily calendar will help you stay on track. Determine when you’ll network and how many people you’ll talk to, which days you’ll search for viable jobs, when you’ll revise your resume for the jobs you’re interested in, and how often you’ll practice answering potential interview questions.

This tip is adapted from “What to Do After Being Laid Off,” by Marlo Lyons

Emotional Labour of being a Leader

 Tue 08 Nov 2022

How to Handle the Emotional Labor of Being a Leader ! 

As a leader today, you’re expected to attend to your employees’ mental health, demonstrate sensitivity and compassion, and provide opportunities for flexibility and remote work—all while delivering results. This kind of emotional labor is taxing and often overlooked by organizations. Here’s how to handle the emotional labor of being a leader:

(1) Recognize emotional labor as work. 

Don’t ignore the burden of being an emotional pillar in your organization. Instead, be honest with yourself about the challenges.

(2) Embrace self-compassion. 

You can’t be emotionally available all the time, and that’s okay. Be kind to yourself when you’re struggling to perform emotional labor. Frustration can quickly turn into negative energy, which will trickle down to your team. When you practice self-compassion, on the other hand, you’re leading by example.

(3) Request training. 

There are tangible skills you can build to help you be more mindful and less drained by emotional labor. Ask your leaders to invest in this kind of training.

(4) Create peer support groups.

 It doesn’t have to feel lonely at the top. Sharing your stress with like-minded colleagues can help alleviate it.

This tip is adapted from “The Emotional Labor of Being a Leader,” by Dina Denham Smith and Alicia A. Grandey

Does changing your job, change your identity ?

Monday 07 Nov 2022

You’re Ready to Change Jobs. Are You Ready to Change Your Identity?

Changing jobs is a psychological journey. Before you can leap, you need to know where you stand. In other words, you need a detailed portrait of the “lingering identity” you would be bringing to your next professional role. To understand your lingering identity, reflect on what you value about your current job (the industry, the salary, or the prestige of your employer), what your job represents to you and others (if you’re in health care, you may see yourself as “essential” or “brave”), and the actions it necessitates on a daily basis (what you do, how you do it, and who you do it with). Then, use what you’ve learned to gauge the compatibility of a prospective employer. Identify where there will be overlap with your existing identity and where you might have to adapt. A good match will leave you feeling positive about how you’ll need to stay the same and how you’ll need to change. Once you start your new job, continue an honest and open identity dialogue with your manager. An effective manager will be able to use the information to anticipate challenges and help you adjust.

This tip is adapted from “When Changing Jobs Changes Your Identity,” by Sarah Wittman

“How to Encourage Your Team to Give You Honest Feedback,”

 Thu 10 Nov 2022

" Solicit Feedback from Your Team—Gracefully ! " 

As a manager, it’s not enough to give feedback to your direct reports. It’s also part of your job to solicit feedback from them. Still, it can be awkward to ask your employees to evaluate you ! 

 Here’s how to do it gracefully. 

(1) Start by telling your direct report that you’re not only open to feedback, but that you want it. Explain to them that by giving you feedback, they’ll be helping you meet your goal of improving as a leader.

(2)  Next, diffuse any fear of retaliation by demonstrating humility and honesty. Try saying something like, “I know that it can feel uncomfortable to give feedback to your boss. I have the same hesitation when my boss asks me for feedback. Let me reassure you that I see your willingness to give me helpful feedback—even if it’s negative—as one of your professional assets.” 

(3) Demonstrate self-awareness by giving yourself constructive feedback first, which can mitigate their fear of offending you or hurting your feelings. For example, you might say, “Others have shared with me that I can be slow and methodical in my work, often prioritizing accuracy over action.” 

(4) Finally, tell your direct report what you plan to do with the feedback they give you. Laying out a plan of action will help them trust that you want to implement their input.

This tip is adapted from “How to Encourage Your Team to Give You Honest Feedback,” by Deborah Grayson Riegel

“Meeting Overload Is a Fixable Problem,”

 Wed 09 Nov 2022

Solve Your Team’s Meeting Overload Problem

Is your team’s meeting culture broken? If you sense that meetings have started to create unnecessary friction, it’s probably time to intervene. 

(1) Start by encouraging your team to adopt a “subtraction” mindset—that is, solving problems by doing less, not more. Ask your employees to actively consider which meetings could be shortened and which could be cut altogether. You might even go so far as starting from a clean slate, purging your team’s calendars for 48 hours to assess which meetings are truly necessary. 

(2) Once your team has trimmed down its meetings, redesign what’s left to make the best use of that time. Which meetings can be restructured so that fewer people attend? Which can be shortened by moving work to asynchronous communication? 

(3) Once your team has gone through these steps, the collective calendar will feel a whole lot lighter. 

Meetings are easier to fix when people do it together—when it feels like a movement, be it in your team, department, or entire organization.

This tip is adapted from “Meeting Overload Is a Fixable Problem,” by Rebecca Hinds and Robert I. Sutton

“What’s Stopping You from Reinventing Your Career?,”

 Pitfalls to Avoid When Changing Careers

Making a career pivot can be scary, and it’s easy to get stuck in the status quo. In order to imagine and explore a different future for yourself, you need to overcome four common traps.

(1) Overthinking. 

Personal and professional reinvention is best served by doing rather than thinking. While it’s good to think things through before taking action, it’s easy to overdo it and get stuck in inaction. So, start small. Commit to learning new skills or making minor changes in your routine, and focus your thinking on the future, not the past or present.

(2) Procrastinating.

 If you tend to delay making big life decisions, ask yourself why. Be honest with yourself about what’s underlying your avoidance. Once you unpack your procrastination, it’ll be easier to take the first step.

(3) Self-sufficiency. 

If you tend to be reluctant to ask for help—or to accept it when offered—you may be falling into the self-sufficiency trap. To combat it, find someone you trust and let them know that you would like to bounce ideas off of them. A conversation partner can help you unlock new potential paths forward.

(4) Searching for the “right” answer. 

If you view decision making as either right or wrong, you’ll avoid experimentation that could lead to learning, growth, and fulfillment. Challenge this binary thinking and view mistakes as a necessary part of moving forward.

This tip is adapted from “What’s Stopping You from Reinventing Your Career?,” by Heather Cairns-Lee and Bill Fischer

“Make the Most of Your One-on-One Meetings,”

 Thu 03 Nov 2022

Bring Intention to Your One-on-One Meetings ! 

The best managers recognize that one-on-one meetings aren’t an add-on to their role—they’re foundational to it. So, how can you make the most out of your face time with your direct reports?

(1) Set the tone. 

The mood and attention you bring to a meeting is contagious, so start out with energy, optimism, and focus. Turn off notifications and be present. Remind yourself as the meeting begins that it’s fundamentally about your employee’s needs, performance, and engagement.

(2) Actively listen more than you talk. Display genuine interest and acknowledge whatever your employee is bringing to the table. Ask questions to clarify and constructively challenge them. Stay vigilant about your body language and reactions to ensure that you’re creating a welcoming, safe, judgment-free space.

(3) Add your perspective.

 Once you’ve listened, give honest and specific feedback. Engage in collaborative problem solving by truly understanding the issue at hand, gathering information, identifying root causes, and creating a solution that you both feel good about.

(4) End well.

 Clarify takeaways and action items for both parties, including how you’ll support next steps. This will help build continuity between meetings and allow for needed follow-up.

This tip is adapted from “Make the Most of Your One-on-One Meetings,” by Steven G. Rogelberg

Webinars - multiple uses

  JUNE 14, 2013 Friday

Make the Most of Webinars

Webinars can be a useful (and cheap!) personal training tool. But not if you let them play in the background while you catch up on other work. Here are three ways to maximize your learning experience.

(1) Watch with a group. 

This makes it more likely you'll pay attention. It also gives you the opportunity to discuss and digest the content and how it relates to your organization.

(2) Take and distribute notes. 

This will give you another reason to listen closely. By giving your notes to colleagues who couldn't attend, you position yourself as a go-to person on the topic.

(3) Use the occasion to network.

 Don't be shy about following up with presenters and other registrants to ask questions or share ideas. It's perfectly acceptable to use the experience of the webinar to present queries on other topics, too.

Generalists versus specialists: Lifetime work experience and chief executive officer pay.

 June 14, 2013 Friday 

In Praise of the Generalist (CEO) ( They earn 19% more compared to specialist CEO s ) 

Yes, you can become a CEO if you come out of a specialized field such as marketing or finance, but you probably won't earn as much money as a generalist CEO whose specialty is being a manager. The annual pay premium for generalist CEOs (those who have held a number of positions in a range of companies in varied industries) is 19% relative to chief executives who have had relatively few jobs in a limited range of companies and sectors, according to a team led by Cláudia Custódio of Arizona State University. That amounts to nearly $1 million in extra compensation per year, the researchers say.

SOURCE: Generalists versus specialists: Lifetime work experience and chief executive officer pay.

Story telling in presentation

 

JUNE 17, 2013, Monday . 

Use Personal Stories in Your Next Presentation

Messages matter more to people when they're relatable on a human level. Typically, only stories elicit that kind of response. You can repeat stories you've heard, but audiences feel more affection for presenters who reveal their own challenges and vulnerability by giving personal anecdotes. 

Choose ones that are appropriate for the occasion — they're relevant and have the right level of drama. Think of stories in advance so that you have an arsenal you can draw on again and again. Brainstorm past events, such as important times in your life — childhood, adolescence, young adulthood — what you learned, and who you learned it from — teachers, bosses, mentors. Jot down any stories you remember and the emotions they might elicit. Keep a catalogue of these stories to help you prepare future presentations.

 adapted from the HBR Guide to Persuasive Presentations.

“A Better Way to Recognize Your Employees,”

 A More Impactful Way to Recognize Your Employees

The best managers are great at giving employees recognition. But how can you recognize them in a way that really makes an impact? Start by figuring out what matters most to them—and why. In your one-on-one check-ins, invite them to reflect on their recent work.

 Try simple questions like, “What are you currently working on that’s exciting and motivating you?” or, “What are some challenges you’re navigating these days?” 

Whatever their response, probe positively. If they have a hard time responding, ask casual follow-up questions to help them reflect more deeply. If they share an experience, draw their attention to their own effort and progress. At the end of the conversation, reflect back on what they’ve shared. You might say something like, “Thank you for all you’ve been doing; I had no idea you’ve been working through all that,” or “Thank you for sharing your successes: I’m proud of your work.” By the end of the chat, you will have demonstrated care for your employee and given them recognition beyond a generic “nice job.”

This tip is adapted from “A Better Way to Recognize Your Employees,” by Christopher Littlefield

“Job Rejection Doesn’t Have to Sting,”

 01 Nov 2022 Tue 

Didn’t Get the Job? How to Learn from Rejection

Hearing “no” from your dream employer can be a real blow to the ego. But it doesn’t have to be. To transform job rejection from a devastating experience into a developmental one, 

(1) start by remembering that it’s not personal; there are myriad reasons why you might not have been chosen, most of which are totally out of your control. Resist the temptation to romanticize the organization at your own expense. Instead of ruminating on your own imperfection, remind yourself that the organization isn’t perfect, either—it just wasn’t a match. 

(2) Next, use the experience to sharpen your interviewing skills for the next opportunity. Reflect on what worked well this time around and what didn’t, then tweak your messaging and delivery accordingly.

(3)  Finally, ask the hiring manager for feedback. Even if you don’t agree with everything you hear, you might gain some valuable insights that could boost your chances next time around. Rejection is unavoidable in your career. Take it in stride.

This tip is adapted from “Job Rejection Doesn’t Have to Sting,” by Marlo Lyons

When Speaking Up, Timing Is Everything,”

 Monday , Oct 31 2022

Speak Up, Strategically

Raising ideas or concerns with your manager is a great way to boost your profile and reputation—but only if your timing is right. How can you assess whether it’s the right time to speak up or if you should keep your thoughts to yourself for now? To ensure what you have to say will be valued, ask yourself three questions first.

(1) Is it relevant? 

If the idea or issue you want to raise isn’t related to your team’s current goals or agenda, put it on hold for now. You’ll have better luck getting your idea across once your team’s current priorities are complete.

(2) Is my boss in the headspace to be receptive?

 If they already have a lot on their plate, that’s a good sign that they may not respond well to new information.

(3)Am I ready to speak up? 

Before you give voice to your thoughts, be sure you’ve done your homework. Gather data to support your point, come up with a game plan for how you’re going to frame and present it, and prepare answers to any predictable questions that might come up.

This tip is adapted from “When Speaking Up, Timing Is Everything,” by Michael Parke and Subra Tangirala