How to draft company values that staff will remember

 Friday 10 Nov 2023

Create Company Values Your Employees Will Remember

Too many company values statements are generic business clichés that don’t actually inspire people. If you want employees to remember and deliver on your company values, repeating them frequently isn’t the answer—you need to design a values statement that employees will find memorable and resonant in the first place. Here are some ways to do it.

(1) First, get creative about how you frame your values.

 Instead of calling them your “corporate values,” try credo, pledge, tenets, maxim, or something else. Find a framing device that feels true to your organization.

(2) Next, be brief. 

Try not to list more than four values. Stick to the ones that are absolutely foundational to your purpose—and avoid obvious virtues like “honesty” that should apply to everyone.

(3) Then, make them memorable. 

Put the most critical values in the first and last positions on your list. And if you can use alliteration or spell out a word with the first letters of your values, even better.

(4) Finally, use distinctive language. 

Steer clear of clichés at all costs. Be original and unmistakable, incorporating bold language, imperatives, and even interrogatives.

This tip is adapted from “How to Create Company Values That Actually Resonate,” by Shawn Pope and Arild Wæraas

increase team's curiosity

 

Thu 09 Nov 2023

Promote Curiosity on Your Team

How curious is your team? When you build a culture of curiosity at work—where employees are encouraged to ask tough questions, challenge the status quo, and explore their interests—people feel more seen, heard, and motivated.

 Here are some statements you can say more often to promote this kind of culture on your team.

(1) “I don’t know.” 

Being intellectually humble is a rare but valuable quality in a leader. When you admit the limits of your knowledge, you implicitly encourage others to offer up their interpretations, questions, and ideas. In other words, not knowing all the answers creates space for curiosity.

(2) “Tell me more.”

 This simple follow-up statement is a powerful demonstration of curiosity that allows you to dive beneath the surface of a conversation. People almost always have more to say—they’re just waiting for your attention and permission to say it.

(3) “I understand that you’re more than your job.” 

Simply acknowledging the reality that we’re all impacted by our personal lives, relationships, and the events of the world creates new opportunities to address those things and provide support if needed.

(4) “Who else has something to share?” 

The best leaders know that insights and solutions sometimes come from surprising people who are rarely invited to the brainstorming or decision-making tables. Be proactive about bringing those voices into discussions.

This tip is adapted from “4 Phrases That Build a Culture of Curiosity,” by Scott Shigeoka

“Keep Your Team Motivated When a Project Goes Off the Rails,” by Rebecca Zucker

Wed 08 Nov 2023

Get Your Team Back on Track When a Project Is Failing

A key part of your job as a leader is to keep your team motivated and on track when things start to go sideways. Here are some strategies to try if a project is failing and you need to boost your team’s morale.

(1) Your team’s project might not be going well because the organization’s goals and vision aren’t clear, so get the team together to re-establish or re-define these goals. This can breathe a second life into the project and allow you to troubleshoot, locate pain points, and define a path forward as a team.

(2) Then, to remove obstacles, reprioritize people’s work, reassign work altogether, and reallocate project resources (including budget) as necessary. These sorts of interventions will help reduce redundancy and clear bottlenecks that are getting in the way.

(3) Next, recognize that different people are motivated by different things—for example, career-development opportunities or monetary incentives—and tailor your leadership approach accordingly. And schedule a weekly project meeting to create regular feedback loops about what’s working (and what’s not) so you can course-correct quickly.

(4) Finally, celebrate small wins. Recognition boosts morale and promotes optimism—both of which lead to a sense of forward momentum on your team.

This tip is adapted from “Keep Your Team Motivated When a Project Goes Off the Rails,” by Rebecca Zucker

Story telling that drives bold change

 Tue 07 Nov 2023

Use Storytelling to Get Buy-In for Organizational Change

When tackling urgent organizational problems—for example, a broken culture or a product that needs updating—you need more than a strategic plan. You also need a compelling story that will motivate your entire team to work toward a common goal. Here’s how to craft it.

(1) Simplify your message. 

When you think about the change you want to lead, ask yourself: Can I capture my vision in a page? A paragraph? A word? Your first task is to craft the equivalent of a short letter to your team explaining your vision.

(2) Honor the past. 

Acknowledge the good parts of your team’s history. Make it clear that you intend to preserve what already works, and show sensitivity toward the people who aren’t so sure about your plans.

(3) Articulate a mandate for change. 

Reflect on the “why” of your plan. What problem are you trying to solve? What’s the cost of not solving it? Your answers must be persuasive enough to override people’s familiar beliefs and behaviors.

(4) Lay out a path forward. 

Establish goals and targets. Get comfortable with the numbers and pick a few to use as plot points in your story. And be prepared to repeat yourself, wherever the opportunity arises: in presentations, town hall meetings, team huddles, and one-on-ons. Frequent communication will help your team internalize your change story.

This tip is adapted from “Storytelling That Drives Bold Change,” by Frances X. Frei and Anne Morriss

thinking stragetically & communicating it

 Monday 06 Nov 2023

Do People See You as a Strategic Thinker?

Are you a strategic thinker? And more importantly, do your boss and senior leaders see you that way? Here are some ways to show key people in your organization that you’re leadership material.

(1) First, communicate your perspective. 

When talking to your manager and other leaders, demonstrate that you’re forward looking and well informed. For example, instead of focusing on short-term specifics, look for opportunities to offer observations about the big picture. Using language such as “Considering our organization’s three-year vision…” or “Reflecting on the trajectory of innovation in our industry…” shows a strategic vision.

(2) Next, showcase your critical thinking.

 Being strategic is often about anticipating possible outcomes or unintended consequences—and connecting the dots not everyone sees. For example, “This product has the potential to…” or “Beyond the immediate benefits, our long-term gains include…” If you regularly position yourself as an analytical voice of reason, decision-makers will begin to trust your input over time.

(3) Finally, simplify the complicated. 

Strategic thinkers can break down complex situations in simple yet powerful terms. To distill complicated issues down to their essentials, use explanations like “In essence, this technology can…” or “At its core, our strategy rests on three pillars…” Analogies and metaphors can also bring your comprehension to life—and make it relatable to a broader audience.

This tip is adapted from “10 Ways to Prove You’re a Strategic Thinker,” by Brenda Steinberg and Michael D. Watkins

How to Stop Taking Work So Personally,” by Melody Wilding

Fri 03 Nov 2023

Are You Taking Work Too Personally?

Our jobs often offer a sense of purpose, growth, and community. But when we’re invested in our work, it’s easy for us to take interactions, decisions, or feedback personally, which impacts our emotions, self-worth, and identity. If your professional role has become too intertwined with your sense of self, here’s how to put things in perspective.

(1) First, practice de-identifying from your feelings with statements like “I am observing this feeling, but I am not this feeling,” or “I can notice this thought without letting it consume me.” By recognizing your reaction, you can create a space between the triggering event and your response.

(2) Next, before you spiral, pause and ask yourself: “What am I interpreting this situation to mean about me?” Through this pattern of interruption, you can examine your assumptions and look at the situation more objectively. You can also challenge yourself to consider alternative explanations for someone’s behavior or words.

(3) Finally, instead of asking, “Why is this happening to me?” focus on more constructive inquiries. Asking “What can be done?” will shift you into a problem-solving mindset. And asking “What can I learn from this?” will encourage you to extract wisdom from your experiences.

This tip is adapted from “How to Stop Taking Work So Personally,” by Melody Wilding

“Creating a Happier Workplace Is Possible — and Worth It,” by Jennifer Moss

 Thu 02 Nov 2023

To Engage Your Team, Focus on Their Happiness ! 

When people are happy at work, both the employee and employer benefit. And yet, many people feel increasingly disconnected, bored, and disengaged in their jobs. As a manager, what can you do to foster genuine happiness on your team? It comes down to three factors:

(1) Reimagining flexibility. 

Flexibility isn’t just about where people work—autonomy and freedom are critical elements. Ask your team what they want the freedom to do, and do your best to accommodate their wants and needs.

(2) Building belonging. 

Look for opportunities to foster community and relationships on your team. Ask your employees direct questions like, “Do you feel connected to your colleagues at work?” and “We’re open to feedback—how can we increase a sense of belonging for you and others?”

(3) Restoring purpose.

 Happiness at work has to come from a deep, intrinsic connection to why people are there—whether that’s to support their families or because they feel a values-based connection to the organization’s mission. Craft and emphasize a collective mission on your team and help your employees remain aligned around it.

This tip is adapted from “Creating a Happier Workplace Is Possible — and Worth It,” by Jennifer Moss

Going back to the old firm, old job

 Wed 01 Nov 2023

Do You Want Your Old Job Back?

Have you ever moved on to a new company and regretted your decision? Starting a new job can be emotionally challenging, and change is hard for everyone. But if you ultimately decide returning to your previous job would best align with your values, career goals, and personal growth, here’s how to prepare to approach your former employer.

(1) First, ask yourself: Why did I leave my previous job, and why do I want to return?

 Focus on your old employer, not on what’s wrong with your new one. Being prepared to discuss why you left and why you want to come back will demonstrate self-awareness and emotional intelligence about the previous situation—and that you wouldn’t just leave again in the near future.

(2) Then start talking to former colleagues.

 Express your interest in returning, inquire about any postings you saw on the company’s website, or ask if they know of a position that isn’t public yet. Having the support of colleagues will signal to your former manager or new hiring manager that you’ll be able to seamlessly rejoin the team and are committed to the company.

(3) Finally, you’ll need to demonstrate how you can bring more value to your previous employer than any other candidate.

 Did you learn new skills while you were gone? Have you kept abreast of the company’s successes and setbacks? And how will your previous experience at the company be an asset?

This tip is adapted from “You Regret Switching Jobs. Should You Try to Go Back to Your Old One?,” by Marlo Lyons

“5 Questions to Get Your Project Team on the Same Page,” by Timothy R. Clark

 Tuesday 31 Oct 2023

Project Managers: Ask Your Team These 5 Questions

As a project manager, success ultimately depends on keeping your team aligned throughout every stage of the project—not just at the start. Ask your team these five questions periodically to discover early signs of misalignment before they derail your collective goal.

(1) What’s your understanding of the project?

 Probe each team member’s evolving understanding of the project—and the business case behind it. Check in on both their strategic (big-picture) and tactical (step-by-step) understanding.

(2) What concerns do you have? 

Don’t ask team members if they have concerns—concerns are a given, so get them out in the open and discuss them.

(3) How do you see your role? 

Don’t assume role clarity—verify it. Let your team members verbalize their roles within context. And be sure to check in on roles and responsibilities as your project changes in scope or objective.

(4) What do you need?

 This question validates and diffuses any frustration a team member might be feeling with the project or its stakeholders—and gives you a chance to intervene.

(5) How would you describe your current commitment to the project? 

Giving your team members a chance to be honest about their commitment allows you to better understand their motivations—and realign them with the mission if necessary.

This tip is adapted from “5 Questions to Get Your Project Team on the Same Page,” by Timothy R. Clark

Being the Devil's Advocate in your team

Mon 30 Oct 2023

Is Your Pessimism Bringing Your Team Down?

Like most approaches to work, there is a time and place for pessimism. Raining on people’s parade is rarely welcome. How can you make sure that your outlook on things, even if it tends to be a bit gloomier than others’, doesn’t drag the team down or hurt your relationships with your colleagues?

(1) First, understand your “motivational focus.”

 Are you prevention-focused? That is, concerned with safety, often seeing tasks as a series of obstacles to overcome? A prevention focus can be a productive mindset—as long as you don’t constantly bring people’s mood down.

(2) Next, understand what might be driving your negative mindset beyond a prevention focus.

 Are you burned out or feeling negative because of something going on at work or in other parts of your life? If you find that your pessimism is a product of factors that are in your control, take steps to address them.

(3) Then, pay attention to your behavior.

 Whatever the source of your pessimism, changing your actions is much easier than trying to deny your opinions. Look for constructive ways to share your negative views. For example, instead of “this will never work,” try something like, “I see a few risks to this approach that I’d like to share and discuss.”

(4) Finally, try out optimism. 

Find moments where you can offer genuine positivity. This will help guard against gaining a negative reputation that you can’t shake.

This tip is adapted from “Are You the Pessimist on Your Team?,” by Amy Gallo

“Best Practices for Engaging a Multigenerational Workforce,” by Catherine Collinson and Michael Hodin

 Friday 27 Oct 2022

Become an Age-Friendly Employer

There are four to five generations of people in the workforce at any given time, which means you need to be equipped to manage a multigenerational team. Here are strategies to help you address the needs of employees across the age spectrum.

(1) Cultivate lifelong learning.

 A worker’s career can span six or more decades. To help them keep their skills up to date, invest in their learning and development by encouraging continuing education and on-the-job learning experiences.

(2) Offer flexible work arrangements. 

Employers can promote work-life balance and help their employees maintain their employment, job performance, and productivity when navigating different life phases.

(3) Offer flexible retirement options.

 It may seem counterintuitive, but offering flexible retirement options can be a powerful employee retention tool. If work and retirement are an all-or-nothing proposition, employers could lose valuable workers who want to transition but aren’t yet ready to fully retire.

(4) Offer comprehensive health benefits—and encourage employees to use them. 

You can foster a happier, healthier, and more productive workforce by encouraging employees to safeguard their physical and mental health through preventative strategies, recommended screenings, and seeking care when needed.

This tip is adapted from “Best Practices for Engaging a Multigenerational Workforce,” by Catherine Collinson and Michael Hodin

5 Tactics to Combat a Culture of False Urgency at Work,” by Dina Denham Smith

Thu 26 Oct 2023

Protect Your Team from False Urgency

Does everything always feel like a fire drill on your team? False urgency, or unproductive busyness that doesn’t lead to meaningful progress, can unwittingly damage your team’s morale, well-being, and performance. Here’s how to combat false urgency on your team.

(1) First, recognize the signs. 

Are you and your team in a chronic state of overwhelm and reactivity? Do you and your team only have time to do “real work” in the evenings or on weekends? Try to pinpoint the source of this urgency. Are competing demands creating pressure?

(2) Then, prioritize ruthlessly. Help your team separate the tasks that are actually urgent from the ones that can wait. And remember, sometimes subtracting work and discontinuing low-stakes projects is the best way to boost productivity on the work that really matters.

(3) Finally, protect your team from external requests.

 The inflow of requests we receive at work can be daunting. Some may be genuinely urgent, but most things can wait. If your team members are juggling many outside requests, give them clear guidelines about which ones to accommodate and empower them to question requests that have unrealistic timelines or fall outside the team’s remit.

This tip is adapted from “5 Tactics to Combat a Culture of False Urgency at Work,” by Dina Denham Smith

career change

Wed 25 Oct 2023

Make Your Career Transition Easier on Yourself

The accelerated pace of technological change is reshaping jobs in ways that require you to constantly reinvent your career. Here are three ways to make what can feel like a daunting transition easier.(1) First, finding your next role almost always takes longer than you expect.

 (1) If you want your liminal period—where you must navigate between a past that’s clearly over and a future that’s still uncertain—to lead to real discovery, you need to experiment with divergent possibilities while delaying commitment to any one of them.

(2) Next, human beings are very good at either-or thinking: 

Either I’m leveraging my old skill set or I’m pivoting to something new. But making a career transition usually entails doing both simultaneously. Consider staying in your old job while exploring your options until something new becomes viable.

(3) Finally, when it comes to making a career change, the connections you already have might not be that helpful. You need to build new relationships in two ways: by bridging, which involves creating or reactivating relationships beyond your current social circle; and by bonding, which involves deepening ties and finding community within a close circle of kindred spirits.

This tip is adapted from “Why Career Transition Is So Hard,” by Herminia Ibarra

“The Art of Setting Expectations as a Project Manager,” by Amy Shoenthal

 Tuesday 24 October 2023

How to Set Expectations When Managing a Project

Managing the expectations of a wide range of stakeholders is one of the biggest challenges you can face as a project manager. But it’s a critical skill to develop—directly addressing misalignment of expectations can have tangible benefits, including reducing safety incidents and increasing productivity. Here are some strategies you can use to close the expectations gap.

(1) Consider the root of everyone’s expectations.

 To prevent conflict and confusion, collectively set goals at the outset, and understand what it will take to meet key performance indicators (KPIs). Equally important is continually reevaluating these goals as the project moves along.

(2) Don’t take sides. 

As the project manager, your job is to find the common ground of all your stakeholders.

Foster relationships with your team. Project management requires a significant level of emotional intelligence. The more people trust you and feel psychologically safe, the more comfortable they’ll feel to speak up when issues inevitably arise.

(3) Build a project structure that’s sturdy but flexible. 

Even the most well-organized projects can go awry. A project’s structure needs to be sturdy enough to move forward, but nimble enough to adapt when timelines and expectations shift. The easiest way to do this is to break projects down into small, functional steps.

(4) Keep the team grounded in an overall vision. 

Collective purpose is one of the strongest human motivators. Establish it early and keep it top of mind—especially if competing stakeholders lose sight of that overall mission as the project progresses.

This tip is adapted from “The Art of Setting Expectations as a Project Manager,” by Amy Shoenthal

5 Types of Manipulators at Work,” by Marina Glazman

 

Fri 20 Oct 2023

How Manipulators Get You to Buy into Bad Ideas

Have you ever had a bad feeling about a pitch for a product, idea, investment, or course of action? There are five manipulation tactics people use to get you to buy into a bad idea or dubious partnership. Here’s what to look out for:

(1) Stealing credibility. 

Manipulators inauthentically build their credibility by invoking big-name brands or high-profile people they’ve worked with in the past. Always do a little research to make sure their work backs up flashy claims on their resume or website.

(2) Exploiting shared threats to win trust.

 Look out for people who always try to bond with you over shared negative opinions. Carefully consider any pitch that relies on shared enemies or common threats to build rapport.

(3) Faking market validation.

 Before hiring or entering a business partnership with someone, be sure they haven’t exaggerated (or worse, fabricated) their performance in whatever marketplace they belong to.

(4) Discrediting the competition. 

There’s nothing untoward about critiquing a competitor’s quality. But trying to (4) discredit them by painting them as tainted, illegitimate, or taboo is a manipulative strategy that makes people fear stigma by association if they make the “wrong” choice.

(5) Dividing and conquering.

 If you find yourself pressured to adopt a consensus view that you’re unsure of, investigate whether it has genuine support across your team or organization—or just compliance. Ask colleagues what they like about the idea, and take note of the sincerity of their responses.

This tip is adapted from “5 Types of Manipulators at Work,” by Marina Glazman

“Help Your Employees Develop the Skills They Really Need,” by Greg Satell

 Thu 19 Oct 2023

Help Your Team Develop—and Apply—New Skills

Skill-building is critical in a constantly changing environment. But are your employees able to apply their skills effectively in different contexts? Here’s how you can use the 70/20/10 learning model to ensure your employees get the right mix of learning and application:

(1) 10% formal instruction:

 This portion of the learning strategy involves investing in structured educational experiences that focus on specific skills, like workshops, courses, and training modules.

(2) 20% social learning: 

This is the learning that happens when we’re exposed to others—for example, through interactions with mentors, coaches, or peers. To harness the power of this 20%, you might set up a mentorship program or a peer-to-peer education program to help employees learn from their colleagues. Regular team-building activities can also foster a culture of continuous learning and help improve skills.

(3) 70% learning in the flow of work: 

This involves learning on the job through real-life experiences and tasks. For example, employees can improve their problem-solving skills by working on complex projects, or their communication skills by preparing to deliver a presentation. Regular feedback sessions can also help employees reflect on their performance and what they’ve learned, as well as identify areas for improvement.

This tip is adapted from “Help Your Employees Develop the Skills They Really Need,” by Greg Satell et al.

Upgrade old job descriptions !!

 Tuesday 17 Oct 2023

It’s Time for More Flexible Job Descriptions

Traditional job descriptions can’t keep up with the variability and fast-changing nature of people’s roles in organizations today. So how can you write descriptions that are more flexible while still helping you recruit great talent and clarify the basic expectations of the role? Consider these three approaches.

(1) Outcome-focused descriptions. 

These articulate the outcomes expected from a role—not the specific tasks or duties the employee would be required to perform. This approach gives employees flexibility to determine the best way to achieve those results.

(2) Skills-focused descriptions. 

These outline the skills and capabilities an employee should bring to the position (or aim to develop). With this approach, the emphasis shifts from required tasks to required talents—and how those talents could be applied in the role.

(3) Team-based descriptions.

 Instead of focusing on the individual role, these descriptions emphasize the collective responsibilities, objectives, and deliverables of the team, who collectively decides how each member will contribute.

This tip is adapted from “A New Approach to Writing Job Descriptions,” by Antonio Nieto-Rodriguez

Kindness at work

Monday 16 Oct 2023

Commit to Kindness at Work

When anxiety is high and morale is low, kindness isn’t a luxury—it’s a necessity. Being kind doesn’t only benefit the people around you; research shows it also benefits your own mental health. Here’s how to be kinder at work.

(1) First, remember that being kind to others starts with being kind to yourself. Set priorities and boundaries, and take time to recharge when you need it. Once you meet your own needs, you can turn your attention to others.

(2) Next, be intentional about establishing and sustaining relationships at work—especially if you’re on a remote or hybrid team. Make plans to meet virtually or in person with your colleagues. Ask about their pets, their recent move, or their family. Most importantly, practice active listening. Showing someone that you genuinely care about what they have to say is an impactful display of kindness.

(3) And don’t be shy about giving your colleagues authentic praise. Recognizing and acknowledging people lets them know you appreciate them and their contributions.

(4) Finally, be conscientious with your feedback. When you know your teammates more deeply, you can also better understand how to offer them honest, constructive input on their work. Being kind means offering feedback for the betterment of the person receiving it—and the overall success of your company.

This tip is adapted from “Why Kindness at Work Pays Off,” by Andrew Swinand

Burn out due to over-collaboration - team micro managing

 Thu 12 Oct 2023

Keep Collaboration Overload from Burning Out Your Team ! 

Many people believe burnout is always caused by too much work. In fact, it can also be driven by something seemingly innocuous: too much collaboration. To reduce burnout caused by collaboration overload on your team, start by asking these questions.

(1) Can we reduce structural complexity? 

Investigate your team’s hierarchical structure, communication habits, and competing priorities. Then identify places of redundancy or inefficiency that can be improved.

(2) Do our workflows still make sense? 

Ask your team where new technologies and platforms have introduced complexity, additional work, and stress. Then agree on a new set of simpler, team-wide, collaborative norms.

(3) Are micro-teams causing microstress? 

Organizations increasingly rely on smaller sub-teams to take on projects, which requires more communication and collaboration between employees. Keep the number of these micro-teams in check to mitigate collaboration creep.

(4) Do employees feel a sense of purpose? 

While many organizations focus on rallying employees around a collective corporate purpose, research suggests that purpose can also be found in positive, everyday interactions with colleagues. Enable employees to build on each other’s ideas, which helps create a sense that you’re in this together.

This tip is adapted from “What’s Fueling Burnout in Your Organization?,” by Rob Cross et al.

job's alignment with VALUES

 Wed 11 Oct 2023

Is Your Career Consistent with Your Values?

One of the hardest questions any working person can ask themselves is: Am I pursuing a career that allows me to live out my values? Here are three steps you can take to answer that question and begin to build a career that aligns with your deepest priorities.

(1) First, tune into revelations about the morality of your work.

 Have you ever felt misaligned with your organization, its goals, or its processes? Resist the urge to ignore these moments, and investigate your discomfort instead.

(2) Then, identify and question the trade-offs you’re making in your career. 

For example, you may be pursuing a morally “pure” career at the expense of salary, work-life balance, or personal relationships. Or you might be working a high-paying job at the expense of your moral code. If you sense an imbalance in either direction, it could be a sign that your career is no longer serving your values.

(3) Finally, seek out communities that share your values. 

One of the hardest parts about changing your career is fearing social disapproval from colleagues with whom you no longer align. So turn to other relationships that will reinforce your value system and support you in your transition.

This tip is adapted from “3 Ways to Live Out Your Values at Work,” by Erin Reid et al.

“Do You Understand Why You Catastrophize?,” by Ron Carucci

 Tue 10 Oct 2023

How to Stop Catastrophizing

Leaders who create doomsday scenarios out of everyday setbacks—what behavioral scientists call catastrophizing—risk spreading their stress to their teams. If your catastrophizing is trickling down and getting in the way of your leadership, here are some ways to begin addressing it.

(1) First, catastrophizing is a learned behavior, so be curious about how and when you learned it. Think about the formative seasons of your life when you started to foresee impending disasters. These stories may be painful to recall, but identifying the root of your habit is the first step toward interrupting it.

(2) Then, interrogate the data you’re collecting. Ask yourself: What cues are telling you that the worst will happen? Are there circumstances, people, or challenges that regularly trigger your doomsday thinking? Are you fabricating fears based on past experiences? What positive data might you be ignoring?

(3) To regulate your emotional state when you’re anxious about an outcome, first turn your attention to your physical experience. Simple changes to your breathing and environment can calm down your system in the moment.

(4) Finally, acknowledge the consequences your catastrophic thinking has on others. As a leader, your mood sets the tone for your team. To maintain a healthy environment, acknowledge how your tendency to catastrophize might affect them. 

(4A) And, if necessary, apologize for your past behavior and talk about what steps you’re taking to grow.

This tip is adapted from “Do You Understand Why You Catastrophize?,” by Ron Carucci

4 tips for inclusive leadership

Mon 09 Oct 2023

Become a More Inclusive Leader

Inclusivity is an increasingly crucial element of successful organizations. According to research, inclusive leaders see increases in their team’s performance, decision-making quality, and collaboration (not to mention a decrease in employee attrition). To become a more inclusive leader, focus on these behaviors.

(1) Be authentic. 

To create an inclusive, psychologically safe environment where people feel free to express themselves and air dissenting opinions without fear of retribution, model curiosity, humility, and vulnerability.

(2) Don’t just follow the rules—redefine them.

 Don’t be afraid to challenge well-established practices that have outlived their relevance. Be vigilant and proactive about identifying practices and policies that exclude people—and replace them with new ones that are more inclusive of underrepresented groups.

(3) Embrace active learning. 

Becoming a more inclusive leader takes consistent effort. Your natural habits, assumptions, and inclinations probably contain biases and need to be constantly examined, challenged, and changed. Look for ways to actively grow and improve.

(4) Ensure equal opportunity and equitable outcomes.

 To do this, acknowledge each of your individual team members’ specific needs (especially those of team members from underrepresented backgrounds), and work to meet those needs. Identify the invisible challenges faced by those team members and take steps to support them.

This tip is adapted from “What Makes an Inclusive Leader?,” by Wei Zheng et al.

“Mistakes First-Time Managers Make When Giving Feedback,” by Brooke Vuckovic

 

Friday 06 Oct 2023

Avoid These Mistakes When Giving Tough Feedback

When it comes to giving tough feedback, no one does it perfectly. It’s a skill we learn and hone with practice, time, and, yes, by making mistakes. Here are some of the common pitfalls that get in the way and how you can avoid them.

(1) Not winning trust first. 

If you give input without first establishing trust, people will have a harder time hearing, accepting, and acting on your feedback. Get to know each of your team members, including their career aspirations and goals. Once you’re clear about how you can support their development, you can begin to link your feedback to their goals.

(2) Avoiding or delaying.

 Given the discomfort of sharing feedback with others, it’s not surprising that our first instinct is often to avoid it. Be consistent with feedback sessions and build them into your regular way of working, rather than waiting until there’s an issue to address.

(3) Overdelivering…at the wrong time. 

You have to decide if a piece of feedback is worth giving, or if doing so would hurt the situation more than help it. When you receive feedback for your team, remind yourself of their goals and then filter out any recommendations that won’t be useful in helping them improve or reach them.

(4) Failing to follow up. 

Feedback is useless if you don’t follow up. After your conversation, check in on your direct reports to see how they’re progressing.

This tip is adapted from “Mistakes First-Time Managers Make When Giving Feedback,” by Brooke Vuckovic

“Leading Change May Need to Begin with Changing Yourself,”

Wed 04 Oct 2023

Changing a Behavior Takes Deliberate Effort

We all need to grow and develop, and that often means changing some well-worn behaviors. But how exactly do you do that, especially when you know how hard behavior change can be? Try following these four steps.

(1) Increase your self-awareness.

 You can only change your behavior when you’re aware of how it’s perceived by others and of the thoughts and feelings you experience as you attempt to change. Regularly seek feedback, and be wary of any instincts that feedback is either unnecessary or inappropriate. Noticing such thoughts is the first step to overcoming them.

(2) Make commitments. 

This will raise the likelihood that you’ll follow through. Tell other people—a coach, peer, or team member—what you’re hoping to work on.

(3) Overcome interference.

 Watch out for thoughts that might derail your intentions, like “Do I really need to change that behavior? I’ve succeeded so far.” These defensive feelings are normal, but you need to recognize them for what they are: interference.

(4) Practice. 

It’s rare to set an objective for personal change, choose a path, and execute with no trouble. Successful change usually requires trial and error, which takes deliberate practice. So start small and thoughtfully try out the change and learn from your experience.

This tip is adapted from “Leading Change May Need to Begin with Changing Yourself,” by Narayan Pant

5 types of stories that leaders should tell

 Thu 05 Oct 2023

Develop Your Storytelling Skills

Every leader knows storytelling can be a powerful tool. But what kinds of narratives are most effective? That depends on what you’re trying to achieve. Here are three types of stories you can use—and when to use them.

(1) Trust stories humanize you as a leader. 

When you demonstrate vulnerability by sharing a personal story, others will be inspired to reciprocate, creating a virtuous circle of trust.

(2)Teaching stories allow you to simplify complex topics by providing easy-to-follow models for behavior and skills. While a trust story is built around you, a teaching story can also be an indirect narrative—using someone else’s story, a fictional one, or a parable to deliver your message. Just make sure your audience can identify and empathize with the protagonist so that they want the same thing for themselves.

(3) Action stories inspire people to do something. 

With these, you want to leave the audience thinking, “If we do this (insert your desired action here), then we will get that (the desired result).” Entrepreneurs can use action stories to launch new business ideas. Senior leaders might use them to inspire organizational change.

Storytelling is an important leadership skill, and executives who want to succeed should master five types of narrative: (a)  Vision stories, which inspire a shared one; (b) values stories that model the way; ( c ) action stories that spark progress and change;( d )  teaching stories that transmit knowledge and skills to others; and ( e ) trust stories that help people understand, connect with, and believe in you.

Storytelling is an important leadership skill. As psychologists Gordon H. Bower and Michal C. Clark of Stanford first observed in 1969, we’re 7 times more likely to remember a fact when it’s wrapped in story !! 

 Telling stories can also help with all five of the effective leadership practices that  James M. Kouzes and Barry Z. Posner lay out in their book The Leadership Challenge: 

1) model the way, 2) inspire a shared vision, 3) challenge the process, 4) enable others to act, and 5) encourage the heart.

This tip is adapted from “5 Types of Stories Leaders Need to Tell,” by Nick Westergaard

“Why Is It So Hard to Leave a Bad Job?,” by Marlo Lyons

 Tuesday 03 Oct 2023

Your Company Has Changed. Is It Time to Go?

Have you ever been stuck in a job you wished was like it used to be? You’re not alone. Companies, teams, and leaders all change—especially as companies grow—and those changes, whether that be a new leader, new structure, or a shift in strategic direction, can be tough to cope with.

(1) Don’t beat yourself up for struggling—but don’t give into the nostalgia for what the company was either. Try to recognize whether you’re stuck in the past hoping the company will revert to what it once was and take an objective look at whether the present situation still fulfills your values and career goals.

(2) Consider the following questions: What was the company like when I joined, and what is the reality today? What would make the environment better for me now? Can I make any additional changes or requests that would fulfill my values?

(3) It’s then up to you to determine whether you want to live in the present reality or a past that no longer exists. One strategy is to deliberately visualize what it would be like in a different work environment. If you weren’t scared to leave, what would be possible? Finally, think about what advice you would give a close friend about a work situation that mirrors your own.

This tip is adapted from “Why Is It So Hard to Leave a Bad Job?,” by Marlo Lyons

5 key strategy questions you shud ask your top management team

 Monday 02 Oct 2023

Get the Most Out of a Meeting with Your Boss’s Boss

Managing up doesn’t stop at influencing your immediate boss. You also need relationships with leaders further up your chain of command, including your boss’s boss. Next time you have the opportunity to meet with them, make sure you use the time wisely. You might follow a 70/30 rule: Aim to speak 30% of the time while allowing your boss’s boss to speak 70% of the time. Use your speaking time to ask questions that showcase your strategic thinking and help you get clarity. For example, you might ask:

(1) What do you believe are the most significant challenges our team should be addressing?

(2) How do you envision our team’s role evolving given the company’s long-term strategy?

(3) Based on your observations, how can I grow in my role to better support both our immediate team and the larger organization?

(4) What trends or changes in the market should we be paying attention to or learning from?

(5) When you envision our company five or 10 years down the road, what are the key milestones you hope we’ve achieved?

(5) Given the challenges our industry faces, what keeps you hopeful?

Then, your primary job is to listen. That way you avail yourself of their experiences and insights and can more easily pick up on non-obvious nuances.

This tip is adapted from “How to Have a Successful Meeting with Your Boss’s Boss,” by Melody Wilding

Difficult decision to be told to team and how !!

 Friday 29 Sept 2023

Communicating Difficult Decisions When You Can’t Be Fully Transparent ! 

When you have to communicate a difficult organizational decision, it’s hard to know how much information to provide, particularly when you can’t be fully transparent yet. Saying nothing can undermine people’s trust, and saying too much can leave people feeling overwhelmed. You can strike the balance by being candid—up to a point.

(1) Frame the situation’s context clearly so people understand why the organization is considering big changes. Explain that you’ll be as transparent as possible, use plain language (not corporate-speak), and respond to questions. People appreciate honesty, even if the message is incomplete or not what they want to hear.

(2)  Be precise about what you can say now and when you’ll say more, providing an overall timeline for the process. But avoid giving people running commentary as developments unfold; it can lead to unhelpful distractions and take up considerable management time.

(3) If possible, let employees in on the options you’re considering, showing the logic behind your coming actions. This builds trust and helps mitigate the anxiety they may be feeling as they consider every combination of eventualities (including catastrophic ones). It also prevents them from feeling caught by surprise when you announce the final set of changes.

This tip is adapted from “Talking About a Difficult Decision — When You Can’t Share All the Details,” by David Lancefield