providing referrals and saying ' no '

 Mon 29 July 2024

Resist the Impulse to Fulfill Every Networking Request

When a former coworker or classmate reaches out on LinkedIn with a request for a referral, it’s normal to feel hesitant, especially if you’re not close with them or don’t yet feel established in your own role. How can you gracefully turn down their networking request?

(1) Start by listening to your instincts—and trusting them. 

It’s okay to feel unsure about endorsing someone for a job or investing your energy into their career. Your time and social capital are limited; that’s nothing to feel guilty about.

(2) If you don’t have the time to meet with someone now but might be interested in the future, let them know respectfully but honestly that you’re not in a position to commit the time to a meeting or to make a referral. You could still send them some helpful resources, such as related articles or information about a professional organization they might want to join.

(3) Finally, resist the impulse to fulfill every request that hits your inbox.

 Focus instead on building genuine, mutually beneficial relationships, and don’t be shy about setting boundaries to maintain your professional integrity if you spot a red flag. Prioritize your growth, keeping in mind that it’s okay to simply say “no thank you” when necessary.

This tip is adapted from “How to Gracefully Decline a Networking Request” by Deborah Grayson Riegel and Loren Margolis

Psychological safety

 Wed 24 July 2024

How to Foster Psychological Safety That Lasts

Psychological safety is critical for new hires because it enables learning behaviors such as asking a question or seeking help. New research finds that while people typically experience high levels of psychological safety when they start a new job, that feeling tends to erode quickly—and it’s hard to get it back once it does. How can you cultivate and reinforce a climate favorable to learning on your team?

(1) Respond appreciatively when a new hire raises—or causes—an issue.

 When responding to their questions, ideas, or mistakes, show curiosity, support, and gratitude for their effort. This positive reinforcement will ensure that their psychological safety doesn’t dwindle, but rather deepens as they get acclimated to the job.

(2) Establish the need for interpersonal risk-taking to do a good job at work.

 For example, framing work as complex and uncertain clarifies the expectation that things will go wrong, and the sooner someone notices and speaks up about it, the better off everyone is. 

(3) Ask questions and listen attentively. This demonstrates appreciation for ambiguity, nuance, and uncertainty and fosters a culture of openness and learning.

This tip is adapted from “Research: New Hires’ Psychological Safety Erodes Quickly,” by Derrick P. Bransby et al.

stress relief & mindfulness - 4 more tips

 Tue 23 July 2024

4 More Micro-Mindfulness Practices to Weave into Your Workday

In yesterday’s Management Tip of the Day, we outlined three micro-mindfulness techniques to practice throughout your workday: intentional breathing, checking in with your senses, and doing a full body scan. Here are four more techniques to try when you’re feeling overwhelmed, tense, or anxious at work.

(1) Take a “mindful minute.”

 Pause whatever you’re doing, close your eyes if possible, and turn your attention to your breath for 60 seconds. Notice the natural rise and fall of your chest and the sensation of air flowing through your nostrils. If your mind gets carried away by thoughts, gently guide it back to the breath.

(2) Go for a meditative walk.

 Step away from your desk and move around. Rather than scrolling through your phone or mentally rehearsing what you’ll say in your next meeting, focus on being present and experiencing the sensations of your body in motion.

(3) Pause for gratitude.

 Take 30 seconds to focus on something you’re grateful for. This could be a meaningful aspect of your work, a supportive colleague, a positive experience, or a simple comfort like the warmth of your coffee.

(4) Grab a bite—and really savor it.

 Resist the urge to multitask during meals. Even if you can only spare a few minutes for lunch, unplug during that time and focus on enjoying your food.

This tip is adapted from “7 Ways to Weave Mindfulness into Your Workday,” by Michael D. Watkins

Leadership questions - proceed with caution !

 Tue 30 July 2024

How to Be Curious—Without Undermining Your Expertise

Adopting a learning mindset is a key leadership skill. But asking too many questions or appearing overly curious can backfire, undermining people’s perception of your effectiveness, efficiency, and expertise. Here’s how to strike the right balance between leading and learning.

(1) Communicate purpose and context. 

Always provide the rationale behind the questions you ask in meetings and discussions. This will help prevent people from misinterpreting your inquisitiveness as a sign that you lack expertise. For example, “I’m asking this to align my actions with yours and consider your perspective.”

(2) Integrate learning with execution.

 Tie new knowledge you accrue directly to your team’s work. Share insights that are immediately relevant to current projects, showing how your learning enhances both your own decision-making and the team’s results.

(3) Demonstrate expertise with confidence. 

Frame your questions to reflect what you do understand. Instead of asking basic questions, demonstrate depth by getting more specific. For example, “Considering trends A and B, how do you see our product C evolving?”

(4) Be decisive.

 Continuously seeking more opinions can delay decision-making and cause the team to question your decisiveness. After gathering input on something, set a deadline for making a decision. Clearly communicate your thought process and chosen strategy, ensuring your team sees how your learning leads to action.

This tip is adapted from “When Asking Too Many Questions Undermines Your Leadership,” by Luis Velasquez

Stress relief - 3 tips & mindfulness

Mon 22 July 2024

 Weave Micro-Mindfulness Practices into Your Workday

Practicing mindfulness can be an effective way to handle pressure and overwhelm at work, and it doesn’t need to be a huge commitment—you can build small moments of mindfulness into your daily routine. Here are three simple yet powerful micro-mindfulness techniques that can seamlessly integrate into your busy work schedule.

 (1) Take three deep breaths. 

When you’re feeling stressed or simply have a few moments between meetings, stop and take three slow, conscious breaths. Inhale deeply, feeling your stomach expand, hold for a brief moment, then exhale slowly and completely. If you can, repeat this pattern a few times.

 (2) Check in with your senses. 

Take a 30-second break to ground yourself in the present moment. Focus your attention on what you can perceive through your senses. Notice what you see and hear around you, and the feeling of your chair or desk.

 (3) Do a full body scan.

 Do a rapid top-to-bottom scan of your body to identify areas of tension. Observe whether you feel tightness in your shoulders, jaw, or other areas—then consciously try to relax them.

 Check out tomorrow’s tip for four more micro-mindfulness practices!

This tip is adapted from “7 Ways to Weave Mindfulness into Your Workday” by Michael D. Watkins

“How to Get the Most Out of Your Relationship with a Career Sponsor,”

 Thu 18 July 2024

Getting the Most Out of Your Relationship with a Career Sponsor

Navigating your career advancement can be challenging, especially without support from senior leaders. Sponsorship programs can bridge this gap by formally pairing you with a sponsor who will mentor you and advocate for your growth. To make the most of your relationship with a sponsor, follow these strategies.

(1) Invest time in getting to know each other as people first. 

Start by building trust. Use initial meetings to explore each other’s career histories, values, and interests beyond work. This foundation allows for more meaningful conversations later that will unlock coaching and mentorship.

(2) Don’t assume you’re wasting their time. 

Remember, they benefit from the relationship too! If you’re worrying about a sponsor’s time, that’s a sign you’re taking your meetings with them seriously and will prepare accordingly. Keep the faith and maintain consistent communication.

(3) Maintain frequent but low-intensity touch points.

 Not every point of contact needs to be a deep conversation. Share relevant articles, brief check-in messages, and other casual communications. These small gestures keep the relationship active between meetings.

(4) Find shared experiences. 

Propose shadowing your sponsor in meetings, at events, or on projects. Shared activities build trust and provide rich material for future discussion. They also showcase your skills, growth areas, and potential.

This tip is adapted from “How to Get the Most Out of Your Relationship with a Career Sponsor,” by Rachel Simmons

“When a Team Member Speaks Up—and It Doesn’t Go Well,”

 Fri 19 July 2024

Build a Team Culture of Speaking Up—and Listening

Speaking up at work is crucial for fostering innovation, inclusion, and high performance. Here’s how to ensure your team is a safe community where everyone feels that their voice is heard and their contributions are valued.

 (1) Frame conversations as learning opportunities.

 Before team meetings and discussions, highlight how learning contributes to your team’s effectiveness, and emphasize the importance of hearing everyone’s voice. At the end of meetings, reserve a few minutes to assess the quality of the conversation and create space for final thoughts.

(2) Notice critical moments.

 Pay attention to feelings of tension or frustration that might emerge when someone speaks up; these are cues to reflect and inquire. This reflection fuels improvement.

(3) Implement process tools. 

Create systems to solicit reflections and feedback from your team—and to share your own. You might also introduce pauses in meetings to discuss interactions that require more attention. This practice, known as meta-awareness, keeps teams alert to real-time dynamics and helps people feel comfortable speaking up.

(4) Focus on long-term learning.

 Make sure your team isn’t concerned solely with short-term targets. Shift their focus to long-term development by asking questions encouraging reflection on leadership and team growth. Recognize and reward team members who reflect openly—and share your own speaking and listening experiences to set a positive example.

This tip is adapted from “When a Team Member Speaks Up—and It Doesn’t Go Well,” by Megan Reitz and Amy C. Edmondson

“Is Your Career Heading in the Right Direction?,” by Julia Milner.

Tue 22 October 2024

 Time for a Career Detox? Try This Exercise.

As the seasons change, take a moment to reflect on how fulfilled you are at work. A three-step “career detox” can help you identify areas where you can add, subtract, or adjust, ensuring your career is aligned with your values and helping you avoid burnout.

(1) Ask yourself: 

How am I feeling? Take 15 minutes to reflect. Are you energized by your work or feeling drained? Write down your thoughts on recent highs and lows. Identifying patterns can reveal what’s working and what needs tweaking.

(2) Reassess your values.

 Values evolve over time. What’s most important to you now? Is it work-life balance, collaboration, or creativity? Think about how these show up in your current role. If your job isn’t reflecting your values, it might be time to make a change.

(3) Detox your routine. 

Consider what you can add, subtract, or keep the same in your professional life. If you can, delegate tasks that drain you, and seek projects that align with your values and give you energy. Small shifts can make a big impact on your satisfaction.

This tip is adapted from “Is Your Career Heading in the Right Direction?,” by Julia Milner.

DEIB of disabled employees

 Tue 09 July 2024

Make Your Hiring Process More Inclusive of Disabled Employees

Despite recent employment gains for disabled employees in the U.S., hiring remains a challenge; disabled candidates risk facing bias and are thus understandably wary of sharing their experiences and needs with prospective employers. How can you build trust and a more welcoming environment for disabled job candidates?

Start by replacing standard boilerplate statements in job postings with more personal, heartfelt language to signal genuine commitment to inclusion. For example, “We strive to create an environment that brings the power of diversity to life” resonates more than “We are an equal opportunity employer.” 

Then look for other ways to showcase your commitment. Include testimonials from disabled employees on your company’s website, as well as concrete statistics on hiring, promotions, and accommodations. Additionally, highlight any awards recognizing your company’s achievements in DEI. Including messaging from leadership, like a personal statement from the CEO about the importance of disability inclusion, can also significantly impact trust.

This tip is adapted from “How to Improve the Hiring Process for Disabled Candidates,” by Mason Ameri and Terri R. Kurtzberg

“Hybrid Work Has Changed Meetings Forever,” - 3 tips

 Thu 04 July 2024

Fix Your Team’s Broken Hybrid Meetings

Hybrid work has changed meetings. Despite many companies’ recent return-to-office efforts, teams are relying on virtual meetings more than ever, and participation is down. As a manager, how can you improve your team's meetings in this hybrid world?

(1) Treat meeting culture as an important part of company culture. 

What meeting culture do you want for your team? Determine best practices and define roles and responsibilities. This can also include expectations on when not to meet, such as scheduled focus hours and meeting-free days.

(2) Identify and invest in meeting leaders. 

Running effective meetings is a skill, and like any skill, it can be cultivated and strengthened. Recent research shows that 54% of all meetings are hosted by just 10% of employees. Targeted training for this group of “power users” can help promote a healthier meeting culture on your team.

(3) Leverage data. 

One of the advantages of virtual meetings is that they produce data that provides meaningful insights into productivity, engagement, and even retention—so make use of it. For example, if a specific department has a particularly high no-participation rate, you could monitor how that number changes as you roll out trainings within the department. 

This tip is adapted from “Hybrid Work Has Changed Meetings Forever,” by Mike Tolliver and Jonathan Sass

Choosing Between a Structured or Conversational Interview,”

Wed 03 July 2024

Structured or Conversational Interviews: Which Should You Choose?

When hiring for a role, it’s not only critical to identify candidates with the right skills, but also those who will thrive in and contribute to your organization long-term. Two approaches to conducting interviews—structured and conversational—can yield different insights about a candidate. Here’s what both methods can reveal, their limitations, and when you might want to use each one.

Structured interviews tend to rely on an organized set of questions that are consistent across candidates and interviewers. This approach makes it easy to compare candidate responses, helps ensure that each interviewer covers distinct areas without redundancy, and allows for a more thorough exploration of key topics. However, it can feel rigid—and it may not uncover a candidate’s true communication style or personality.

Conversational interviews, where you engage the candidate in a discussion about a real problem your organization is facing or has faced, encourage more natural communication. They can provide key insights into a candidate’s curiosity, listening skills, and problem-solving abilities. But the success of this method hinges on the interviewer’s ability to maintain a supportive environment and avoid harmful biases.

How can you choose the right approach? Early-career positions may benefit from structured interviews to assess candidates’ specific skills and knowledge, while more senior candidates, who are expected to be strategic, may be more thoroughly assessed through the conversational style. A balanced approach that combines both methods throughout the interview process will give you the most holistic perspective on applicants.

This tip is adapted from “Choosing Between a Structured or Conversational Interview,” by Marlo Lyons

Learning to Delegate as a First-Time Manager,”

 Fri 05 July 2024

Become a Better Delegator

Struggling to delegate? Especially as a first-time leader, it can be difficult to let go of control and trust your team to execute tasks on your behalf. These strategies can help.

(1) Change your mindset.

 First, accept that you can’t (and shouldn’t) do everything yourself. Your success now depends on helping your team grow and achieve their goals. This means guiding them, offering learning opportunities, and holding them accountable.

(2) Determine what to delegate. 

List all your tasks and projects for the month, then identify the high-level work only you can do and delegate the rest. Look for projects that might be learning opportunities for your employees and align these responsibilities with their strengths and career goals.

(3) Communicate clearly. 

Schedule one-on-one meetings with your team members to delegate work. Explain the project, its importance, and why you’ve chosen them to do it. Give them space to ask questions and process the information. Establish clear roles and timelines and align on communication styles to ensure clarity and avoid micromanaging.

(4) Provide feedback.

 During check-ins, offer constructive feedback and resources. Celebrate milestones and recognize your employees’ efforts publicly.

(5) Review and reflect. 

After your employee completes an assignment, conduct a postmortem. Discuss what went well, what didn’t, and what they learned. This will help you improve your delegation skills and better support your team moving forward.

This tip is adapted from “Learning to Delegate as a First-Time Manager,” by Shanna Hocking

Emotions management

 Tue 02 July 2024

Try These Exercises to Manage Intense Emotions

Everyone struggles to manage their emotions at times. It’s normal to experience negative feelings at work, and we can’t expect ourselves or others to leave those feelings at home. To manage them in a healthy way, here are three elements of emotional intelligence you need to develop.

(1) Tap into your self-awareness. When strong emotions strike, tap into your self-awareness with this simple exercise. 

(a) First, notice your body. Scan from head to toe. Are you tense? Where’s your energy level? 

(b) Then check in with your thoughts. Are they loud or quiet? Clear or confused?

(c)  Finally, identify your emotions. How pleasant or unpleasant are they? How intense are they? If you can, name the feeling.

(2) Self-regulate using your breath. Taking a few minutes to slow down and lengthen your exhales will activate your parasympathetic nervous system and slow down your heart rate, reducing stress and shifting you from a heightened emotional state to a more relaxed one.

( 3) Find small moments to uplift others.

 Try to see every encounter at work as an opportunity to leave the other person feeling uplifted. Use appropriate compliments, smiles, or a simple, kind greeting to foster strong, productive relationships that will help boost your emotional well-being.

This tip is adapted from “3 Exercises to Boost Your Emotional Intelligence, According to Research,” by Emma Seppälä

Getting a buy-in for your ideas

 Mon 01 July 2024

Get People On Board with Your Ideas ( Getting a buy-in) 

Have you ever struggled to get your colleagues on board with your ideas? When facing resistance, it’s crucial to understand what underlying concerns are driving their hesitation. Here are some common reasons you might meet resistance—along with questions to overcome them.

 (1) When someone resists your idea or isn’t getting it.

 Don’t get defensive. Instead, ask for their candid reaction to understand what’s informing their position. This could sound as simple as, “How is this idea landing with you?” or “What are some specific risks that worry you?” Once you see what they’re seeing, you can present a more tailored argument—and you might even uncover some gaps in your own thinking.

 (2) When the conversation becomes adversarial.  When your idea is at odds with your collaborator’s, summarize and verify their points. For example: “I hear you saying that you believe X for Y reason. Is that right?” This simple strategy interrupts the point-counterpoint dynamic and makes the tone more collaborative.

 (3) When their “no” puts you in a bind.   Disclose your dilemma, then pose a question that invites them to work with you to solve it. For example, “If we don’t do what I’m suggesting, I worry that we’ll run out of time and resources. How would you approach this?” Questions like these will both encourage the other person to empathize with your situation and potentially lead to better ideas.

This tip is adapted from “How to Get Your Colleagues On Board with Your Idea” by Jeff Wetzler

“When Your New Boss Is a Micromanager,”

 Fri 28 June 2024

So, Your New Boss Is a Micromanager…

Building a relationship with a new boss can feel daunting—especially if they’re a micromanager. But there are strategies you can use to improve your relationship and regain autonomy at work.

(1) Understand your boss’s intentions.

 Are they naturally detail-oriented and conscientious? Maybe they’re genuinely trying to help or simply new to management? If you think they have good intentions, you may be able to improve your collaboration. 

(2) Self-reflect. 

Evaluate your own performance. Are there patterns that might justify your boss’s scrutiny? Addressing any issues head on can reduce micromanagement moving forward.

(3) Seek feedback. 

Talk to your boss about your performance and working relationship. To identify your manager’s priorities, ask open-ended questions like “What can we do differently to ensure you’re confident in my progress?” 

(4) Be consistent and reliable.

 Adapt to your boss’s expectations and preferred communication methods—and keep them informed of your progress on work. This will build trust and gradually reduce their need to check in.

(5) Develop coping mechanisms.

 Separate personal feelings from professional interactions. Focus on the positive elements of your job and preserve boundaries. And if all else fails, consider seeking a new role where you can thrive free of micromanagement.

This tip is adapted from “When Your New Boss Is a Micromanager,” by Rebecca Knight

“How to Compassionately Manage an Employee with a Terminal Illness,

Fri 11 Oct 2024

When an Employee Has a Terminal Illness

At some point in your career as a manager, you may have an employee with a terminal illness on your team. Here’s how to manage this challenging situation with compassion and care.

Involve your employee. Begin by having open, empathetic conversations. Ask your employee what they need to feel supported. For some, work may provide a sense of purpose. For others, flexible hours or remote work might make a world of difference. Listen to their preferences and be adaptive.

Focus on team morale. Balancing honesty with sensitivity is key. Keep your team informed, providing spaces for them to express their feelings. Encouraging unity and understanding will strengthen the team’s emotional resilience.

Maintain business continuity. Act early to ensure a smooth transition of responsibilities. Encourage knowledge-sharing and mentorship to safeguard essential tasks. A proactive approach ensures your team can carry on without overwhelming disruptions.

This tip is adapted from “How to Compassionately Manage an Employee with a Terminal Illness,” by Chidiebere Ogbonnaya et al.

“Teamwork at the Top,”

 Fri 04 Oct 2024

5 Traits of Effective Leadership Teams

As a leader on an executive team, your success depends not just on individual talent but on how effectively members function together. Collectively embracing five core traits—direction, discipline, drive, dynamism, and collaboration—can transform what you achieve as a unit. Here’s how.

(1) Direction.

 Effective teams align on shared goals, setting clear short- and long-term priorities. Without alignment, even the most ambitious vision can falter.

(2) Discipline.

 Top teams stick to routines, maintain productive meetings, and ensure everyone knows their roles. Discipline provides the structure needed for decision-making and execution.

(3) Drive. 

The most effective leadership teams are resilient, debating constructively and working hard to overcome obstacles. They thrive in crises because they don’t shy away from problems—they tackle them head-on.

(4) Dynamism.

 Successful teams adapt and respond quickly to change, embracing risk and learning from failure without fear.

(5) Collaboration.

 Collaborative behaviors include developing personal relationships, giving everybody an equal voice, and sticking to commitments. Top teams foster trust and connection and aren’t afraid to hold each other accountable.

This tip is adapted from “Teamwork at the Top,” by Gregory LeStage et al.

“How to Learn from Your Mistakes and Make Better Decisions,”

 Thu 03 Oct 2024

Learn from Past Decisions That Went Wrong

We all fall into the trap of repeating the same actions over and over again, hoping for different results the next time. It’s easy to stick to familiar patterns, but real growth comes from examining our past decisions and learning from them. Ask yourself these questions to reflect on your past mistakes and make the right decision this time around.

(1) What’s the decision I’m facing now?

 Clearly define the problem before jumping to a solution. A vague problem leads to an unclear path forward.

(2) What’s stressful about this decision? 

Identify what’s making you anxious. Stress can cloud your judgment, pushing you to rely on habitual, biased thinking instead of exploring new options.

(3) What past decisions can I learn from? 

Analyze past choices that didn’t work out. Pinpoint what went wrong and why. This helps you avoid repeating the same missteps this time around.

(4) What assumptions led to those mistakes? 

Look back and challenge the assumptions you made. Were you relying on shortcuts or untested beliefs?

(5) How can I apply this learning now? 

Use what you’ve uncovered to inform your current decisions, shifting your behavior and thought process to get better outcomes.

This tip is adapted from “How to Learn from Your Mistakes and Make Better Decisions,” by Cheryl Strauss Einhorn.

“How to Keep Learning at Work—Even When You Feel Fried,”

 Tue 01 Oct 2024

How to Keep Learning When You’re Feeling Drained

Staying relevant in your career requires continuous learning, but when you’re already feeling drained, finding the energy to improve your skills can feel overwhelming. So how can you keep learning when you’re exhausted?

(1) Start by challenging your belief that you can’t learn when you’re tired. Instead of letting fatigue take over your mindset, acknowledge how you’re feeling without judgment and stay open to what’s possible. 

(2) Next, focus on learning topics that solve urgent problems in your work; this will create momentum and make the process feel more rewarding.

(3) Don’t limit yourself to formal programs. Mentorship, peer-to-peer learning, or even quick tutorials can be more effective and easier to fit into your schedule. Seek out learning opportunities that align with your personal values and goals so they feel meaningful rather than like another obligation. When you emotionally connect with what you’re learning, it’s more likely to become part of your routine.

(4) Finally, work with your brain, not against it. Use techniques like spaced repetition (reviewing information at increasing intervals over time) and self-testing (quizzing yourself to reinforce what you’ve learned) to retain information more effectively. Break learning into small, manageable chunks and revisit them regularly to build long-term retention.

This tip is adapted from “How to Keep Learning at Work—Even When You Feel Fried,” by Nihar Chhaya.

“How the Next Generation of Managers Is Using Gen AI,”

 Friday 27 Sept 2024

How to Attract, Hire, and Develop AI Talent

In today’s AI-driven landscape, attracting and retaining top gen AI talent requires more than just talk—it demands action. Here are four strategies your organization can adopt to attract, onboard, engage, and retain the next generation of AI-capable managers.

(1) Show, don’t tell.

 Demonstrate how AI is actively integrated into your workflows. Highlight how tools like ChatGPT or Microsoft Copilot are being used by your teams to improve efficiency and innovation.

(2) Engage early. 

Don’t wait for talent to come to you. Connect with gen AI–savvy talent early by partnering with universities and AI-focused initiatives like hackathons. Offer real-world projects that showcase your commitment to cutting-edge technology.

(3) Onboard with AI.

 Use AI to ease new hires into your company. Implement gen AI tools as onboarding tutors to help new employees quickly understand policies, processes, and culture, ensuring they feel empowered from day one.

(4) Create new growth paths. 

Redefine career paths to include AI-specific roles and skills. Revising job descriptions to include these competencies and promoting experimentation will help retain and grow gen AI talent in the long run.

This tip is adapted from “How the Next Generation of Managers Is Using Gen AI,” by Gabriele Rosani and Elisa Farri.

“How Companies Can End a Culture of Overwork,”

25 Sept 2024

Protect Your Team from Overwork

Transforming your work culture to prevent burnout and foster well-being is not only possible, but essential as a leader. Here are five strategies you can use to create a healthier, more productive work environment where people can thrive both professionally and personally.

(1) Shift your mindset.

 Rethink the outdated notion that long hours equal better work. Embrace a culture that values output, not presence.

(2) Redesign work processes. 

A well-structured system can often reduce work hours while boosting productivity. Ask your teams to rethink how they work and streamline what matters most.

(3) Right size your workforce and workloads. 

Hiring more people may seem expensive up front, but investing in the right number of workers pays off long term with increased productivity and lower burnout rates.

(4) Prioritize well-being.

 Don’t just offer wellness programs—build a culture that respects boundaries and encourages time off. Healthy, rested employees are more engaged and productive.

(5) Be willing to experiment.

 Encourage flexibility and continuous improvement. Experiment with new ways of working, listen to employees, and embrace change for lasting impact.

This tip is adapted from “How Companies Can End a Culture of Overwork,” by Brigid Schulte.

“4 Ways to Support Employees with Bipolar Disorder,”

Thu 27 June 2024

Supporting Employees with Bipolar Disorder

Each year, more than 40 million adults globally are diagnosed with bipolar disorder, which is a chronic psychiatric condition characterized by periods of elevated moods/energy, as well as periods of low moods/energy. These individuals often exhibit heightened creativity, empathy, and resilience—but many face hurdles at work due to suboptimal job design, managerial practices, and organizational culture. Here are a few ways to help these employees thrive:

(1) Allow some autonomy in what they work on during any given day. 

Employees with bipolar disorder can particularly benefit by matching their daily tasks and goals to their current mood.

(2) Be flexible about hybrid work. 

Working in person can leverage the extra energy and sociability associated with having bipolar disorder. On the flip side, working remotely can be helpful when facing depressive symptoms.

(3) Consider a job’s impact on sleep.

 Although all humans need sleep, the neurological basis of bipolar disorder makes it particularly sensitive to deficits or disruptions to sleep routines. This means red-eye flights, short sprints to different time zones, and regular late night and early morning meetings can be uniquely detrimental.

( 4) Promote a culture of performance and compassion.

 Balance high expectations with empathy, allowing time off for health needs. Demonstrating care for all employees, including those with bipolar disorder, will help them achieve their goals.

This tip is adapted from “3 Ways to Support Employees with Bipolar Disorder,” by Constance Noonan Hadley et al.

“Making the Time to Build Your Side Hustle,”

 Wed 26 June 2024

Carving Out Time for Your Side Hustle...When You Already Have a Job

Dreaming of turning your passion into a profitable business? You’re not alone. But for many, the challenge lies in balancing a full-time job while building a side hustle. Here’s how to find the time.

(1) Push through the initial energy drain.

 The toughest part is often finding the energy after a long day. Push through the first 10 to 15 minutes—you’ll likely find the work invigorating once you get started. Creating a specific environment and cues, like playing a favorite music genre, can help signal your brain to focus.

(2) Dedicate one hour weekly.

 No matter how busy you are, carve out one hour per week for your passion. Set SMART goals (specific, measurable, achievable, relevant, time-bound) to stay organized and motivated. Focus on one action item at a time—it’s all about prioritizing and executing what’s most essential to meet your goals.

(3) Make it fun. 

Consistency is key, but life happens. Instead of berating yourself for missed sessions, ask how you can make the process more enjoyable. Align your passion project with activities you already love, and find ways to make the work rewarding.

This tip is adapted from “Making the Time to Build Your Side Hustle,” by Claire Siyan Li

“When Your Employee Feels Angry, Sad, or Dejected” by Christina Bradley

 Mon 24 June 2024

Support Your Employees’ Emotional Well-Being 

Knowing what to do or say when one of your employees is experiencing anger, sadness, or dejection can make a huge difference to their well-being, the quality of your relationship, and your team’s overall performance. Here are three ways to develop your ability to support all of your employees’ emotions.

(1) Identify your default behavior. 

Do you have a go-to response when someone expresses a negative emotion? If you do, you’re not alone. A common response is to jump into solution mode too quickly. Observe your instincts, and ask yourself if they’re really what’s needed in this context. Being more mindful can help you tailor your responses more effectively to each situation.

(2) Pay attention to your employee’s reactions.

 Did they seem grateful for your concern? Did they provide any feedback that could help you better respond to them or to others next time? What does their reaction tell you about their needs? Be curious and open to insights that could help you grow as a leader.

(3) Expand your repertoire. 

By observing how other people respond to emotions, you can incorporate their methods into your approach and build your own portfolio of options. You can also experiment with new techniques in everyday interactions, such as offering a smile to a sad stranger. These small practices build your emotional intelligence, preparing you to support your team when it truly matters.

This tip is adapted from “When Your Employee Feels Angry, Sad, or Dejected” by Christina Bradley and Lindy Greer

“5 Traps to Avoid as You Gain Power as a Leader,” by Julie Diamond et al.

 Fri 21 June 2024

Avoid Power Traps as an Emerging Leader

As you develop as a leader, how you respond to having power can make or break your success. Here are five common power traps that can undermine your credibility and effectiveness—and how to avoid them.

(1) The Savior Trap. 

Don’t try to solve everyone’s problems, for example by micromanaging projects or by offering unnecessary suggestions. Instead, ask questions before giving answers, and actively listen to your team. This helps them develop independence and better problem-solving skills.

(2) The Complacency Trap. 

It’s one thing to be viewed as an authority. But when you assume you know everything, you risk missing important information and opportunities. Stay curious and ask deeper questions—and recommit to being present and attentive in meetings.

(3) The Avoidance Trap.

 Being in a position of power requires you to delegate some work to others. But don’t avoid challenges, unpleasant tasks, or difficult conversations just because you can; reframe them as growth opportunities, and face them head-on.

(4) The Friend Trap. 

If you’re uncomfortable wielding power, you might default to treating everyone as a peer. Instead, embrace your authority, set clear boundaries, and establish new relationship dynamics with your team.

(5) The Stress Trap. 

With great power comes great stress. But if you don’t manage it effectively, it will trickle down to your team. Redesign your daily routine to mitigate your stressors, and set boundaries around when and how you communicate with your employees.

This tip is adapted from “5 Traps to Avoid as You Gain Power as a Leader,” by Julie Diamond et al.

“3 Ways to Compassionately Hold Your Team Accountable,

 Thu 20 June 2024

Balancing Accountability and Compassion on Your Team

Accountability is critical for meeting deadlines, hitting targets, and growing revenues. It’s about fostering a mindset that encourages growth and trust, not assigning blame. Cultivate these three habits to enhance accountability—compassionately—on your team.

(1) Think ahead.

 When assigning work, visualize the tasks and anticipate the challenges you expect to come up, then talk through them with your employee. By clearly communicating expectations and potential obstacles, you’ll increase their chance of success.

 (2) Own your commitments.

 Set the tone and build trust with your team by following through on the promises you make. Consistently meeting deadlines and fulfilling responsibilities models accountability, so if you set a deadline, stick to it. This consistency prevents disengagement and promotes a culture of reliability and mutual respect.

 (3) Focus on solutions.

 When mistakes occur, focus on learning and growth, not blame. Encourage a team-oriented approach to problem-solving. Discuss what actions can move the project forward, and involve everyone in the solution. This non-punitive mindset fosters psychological safety and continuous development—even through failure.

This tip is adapted from “3 Ways to Compassionately Hold Your Team Accountable,” by David Rock et al.

team problems

 wed 19 June 2024

Protect Yourself from Your Team’s Stress

As a manager, it’s easy to absorb the emotional burdens of your team. Hearing about an employee’s burnout or mental health challenges, family or relationship problems, medical concerns, or financial stressors can take a toll on your own well-being. Here are some strategies for taking care of yourself so you can support your team.

(1) Seek to understand. 

When listening to others, you can avoid taking on their negative emotions by adopting an information-seeking stance. Ask questions to understand their situation—without internalizing their feelings. 

(2) Set clear boundaries. 

Protect your time by scheduling office hours and group sessions. Remember, your role is to support your team professionally—not to act as a therapist. Redirect employees to professional resources when necessary.

(3) Reflect on your impact.

 Acknowledge the beneficial effects of your efforts. Reflecting on how you’re supporting your employees can protect your emotional state and reduce burnout.

Prioritize self-care. Seek support from peers, a therapist, or a coach. Practice self-compassion and recognize that you can’t fix everyone’s problems, and take regular breaks to replenish your energy.

This tip is adapted from “When Your Team Offloads Their Stress onto You,” by Dina Denham Smith

DEIB friendly interview process

 Fri 14 June 2024

Make Your Interviews More Inclusive

An accessible, inclusive interview process doesn’t just foster a more equitable workplace—it also widens your talent pool. Here are some strategies for creating an interview experience where all candidates have opportunities to demonstrate their strengths.

(1) Educate yourself on disabilities. Understand that disabilities are diverse and often invisible. They’re also common—for example, almost 25% of Americans live with a disability and about 9% have a learning difference. Recognize that people may need accommodations and that strict conformity to traditional interview methods can perpetuate bias.

(2) Look critically at your current practices. Are there unnecessary hurdles in your interview process? Avoid stress-inducing tactics, which disproportionately affect disabled and neurodivergent candidates, and ensure your interview practices reflect the actual job requirements.

(3) Ask candidates what they need. There’s no one-size-fits-all solution for making interviews inclusive. Create a menu of possible accommodations and work with candidates to identify their specific needs for additional support.

(4) Build flexibility and humanity. Create comfortable interview environments. Limit the number of interviews in a day, provide quiet spaces, and provide questions in advance to reduce stress.

Use structured interviews. Implement predetermined questions to reduce bias and ensure a fair assessment. Focus on the candidate’s abilities and strengths, not their interview performance or appearance.

This tip is adapted from “How to Make Job Interviews More Accessible” by Rebecca Knight

“9 Questions to Help You Figure Out Why You’re Burned Out,” by Rebecca Zucker

 Thu 13 June 2024

Get to the Bottom of Your Burnout

Burnout is more than just feeling tired or spent, and a vacation alone isn’t enough to reverse it. If you’re feeling de-energized and disengaged, ask yourself these questions to figure out what’s driving your burnout so you can take steps to address it—and possibly prevent it from happening again in the future.

If you’re feeling a sense of depletion or fatigue from being overextended for a prolonged period of time, ask:

(1) What one or two things have been most exhausting or stressful for me?

(2) What has been stopping me from getting adequate rest or taking regular breaks?

(3) What energizes me that has been missing from my work or my life?

If you’re perpetually lacking a sense of accomplishment, struggling to feel productive, or feeling like your work isn’t meaningful, ask:

(a) Where do I feel the most ineffective?

(b) What is most frustrating to me or getting in my way?

(c) What is taking significantly more energy than it should?

If you find yourself disengaged and mentally withdrawn from your job, ask:

(1) What is making me feel negative or cynical?

(2) What did I previously enjoy about work that I no longer do?

(3) When did this shift occur and what prompted it?

This tip is adapted from “9 Questions to Help You Figure Out Why You’re Burned Out,” by Rebecca Zucker

Carry out your one on one meetings successfully !

 Wed 12 June 2024

How to Fix Your Broken One-on-Ones

Do your one-on-ones with direct reports feel unproductive or stale? Here are some signs to watch for—and tips to revitalize the meetings.

(1) You dread the meeting.

 If you’re often tempted to cancel one-on-ones, it’s time to rethink your agenda. Lead the meetings with a clear purpose, making sure they’re tailored to the employee’s current needs and priorities. To motivate you both to show up with intention, create a shared document where you and your direct report collaborate on an agenda for each week.

(2) Your meeting always runs over time. 

If 30 to 60 minutes every week isn’t enough time to sync up, you’re likely diving too deep or veering off track. Identify which topics require a separate, detailed meeting, and make a concerted effort not to get distracted by irrelevant side topics.

(3) You struggle to fill the time. 

Conversely, what if you routinely run out of things to talk about? Prompt deeper conversations by asking about professional highlights, recent decisions, team dynamics, or potential projects.

(4) You feel deflated after every meeting. 

If your employee is using one-on-ones as venting sessions, leaving you feeling compassion fatigue or even burnout, manage your emotional boundaries. Allow brief venting periods but steer the conversation toward solutions.

This tip is adapted from “5 Signs Your One-on-Ones Aren’t Working,” by Jen Dary

Recruitng tips

 

Tue 11 June 2024

Assess Your Team Before Posting That Job Description

It’s tempting to fill open positions on your team as quickly as possible. But to avoid skills gaps, it’s critical to take the time to understand which capabilities will truly add value to the team and organization—both now and in the future. Take these steps to assess your team before you post your next job listing.

 (1) Start by aligning your team’s goals with the broader organizational objectives. This helps you anticipate evolving skill requirements and ensures new hires meet both current demands and future growth—and that their skills will actually be put to use.

 (2) Then, instead of simply repurposing existing (or outdated) roles, perform a thorough talent assessment to identify existing skills and gaps. Use tools like 360-degree reviews and SWOT analyses to understand each team member’s capabilities. 

 (3) Next, assess your team’s culture and dynamics to ensure new hires complement the existing team’s collaborative style and can integrate smoothly.

 (4) Finally, consider your current team members’ career aspirations so you can avoid hiring new talent with overlapping aspirations, which can lead to frustration and hinder advancement opportunities.

This tip is adapted from “Don’t Post That Job Listing Before Taking These 5 Steps,” by Marlo Lyons

Office and image management

 Mon 22 April 

Update Your Colleagues’ Perception of You

If you’re a long-term employee, it’s not only frustrating when your colleagues have an outdated perception of you—it can stymie your professional growth. How can you align your reputation with your self-perception?

(1) Start by identifying the discrepancy between how you see yourself and how others see you. Feedback from trusted colleagues or your manager can help you recognize the gap.

(2) Next, revise your responsibilities. If you continue to spend time on lower-level, lower-value work, you may get stuck in old impressions. Revamp your workload to signal your development to your team.

 (3) Finally, be direct with your colleagues.

 You might approach your boss, peers, or direct reports to have a conversation about what you’re doing to grow. Once they're aware of these efforts, they'll be more likely to recognize them in action.

This tip is adapted from “When Your Colleagues Have an Outdated Perception of You,” by Darcy Eikenberg and Sarah Mann

Introducing a Gen AI in your firm

25 July 2024

Identify the Right Gen AI Projects to Pursue

Gen AI is here to stay, and while it brings the possibility of much greater productivity and performance, determining when—and whether—these tools are really of value requires considerable effort. How can you and your team identify the right gen AI projects to pursue? Here’s where to start.

(1) Fund “responsible rebels.” Every organization has people who are eager to innovate and challenge the status quo. Empower them to experiment and drive value—without causing chaos. For example, have a small innovation fund with a fixed amount of funding, and require project teams to present to a senior group of operating executives to get funding. 

(2) Choose practical, quick-win projects. Opt for gen AI projects with fast cycle times and clear outcomes that you can measure within a fiscal year. It’s also important to choose projects where costs and benefits reside in the same organizational unit to ensure prioritization and support.

(3) Link to the firm’s identity. Align gen AI projects with your organization’s purpose and key goals. Return to the core mission statement and articulate how these projects help the company fulfill its promise to all of its stakeholders.

This tip is adapted from “The 6 Disciplines Companies Need to Get the Most Out of Gen AI,” by Tom Davenport and John J. Sviokla

“The CEO’s Journey Is a 3-Act Play,” by Nitin Nohria

 Fri 26 July 2024

The 3 Acts of a CEO Tenure

As an incoming CEO, you need to plan for a tenure of a decade or more. By approaching your time in the role with a long-term, strategic mindset, you can increase your chances of sustained success and leave a lasting legacy. Here’s a three-act structure to keep in mind as you begin your leadership journey.

Act One:

 Taking Charge. Start by establishing your legitimacy and setting a clear agenda. Then assemble a capable senior leadership team, communicate your vision to all your stakeholders, and define your leadership style. And don’t be afraid to make proactive decisions, implement changes quickly, and address immediate needs at the outset.

Act Two:

 Recalibrating and Reenergizing. Two to three years into your tenure, take stock of your progress. Correct any missteps, institutionalize the changes that were successful, and inject new energy through additional initiatives. And crucially, focus on developing a broader group of executives who can support your efforts.

Act Three:

 Passing the Baton. Prepare for a smooth transition by planning your departure well in advance. Work with the board to ensure an orderly succession, and maintain organizational momentum by staying open to significant new projects.

This tip is adapted from “The CEO’s Journey Is a 3-Act Play,” by Nitin Nohria

“3 Ways to Clearly Communicate Your Company’s Strategy,”

 Thu 06 June 2024

Help Employees Understand the Company Strategy

Understanding the company’s big-picture strategy is vital for every employee, but many struggle to grasp it. Simply communicating your strategy isn’t enough—employees need to know the context and reasoning behind it. Here’s how to help them understand the strategy so they can execute it.

(1) Explain the roads not taken.

 Don’t just explain what the strategy is—explain what it isn’t. Share alternative routes you considered and why they were ultimately decided against. Highlighting these choices, and creating transparency around strategic decision making, helps your employees understand the reasoning behind the strategy you’ve arrived at.

(2) Link strategy to purpose.

 When presenting new strategic decisions, always tie them back to your organization’s purpose, mission, and goals. This helps people see the bigger picture without needing all the intricate details. 

(3) Involve employees in strategy development. 

Engage employees in the strategy process through feedback, workshops, and initiatives. This inclusion fosters a shared understanding of the context in which the strategy is developed. Use technology like AI-powered surveys to encourage participation and gather insights.

This tip is adapted from “3 Ways to Clearly Communicate Your Company’s Strategy,” by Constantinos C. Markides and Andrew MacLennan

“What to Do When You’re Overlooked,”

 Tue 20 August 2024

How to Get Your Work Noticed When You’re Introverted 

The babble hypothesis suggests that people who speak more are perceived as having greater leadership abilities—no matter the quality of what they’re saying. This means that quieter employees are more likely to be overlooked compared to more extroverted, assertive, and outspoken colleagues. Here are three ways to get noticed, even if you’re more introverted.

(1) Focus on engaging—not just speaking—with people.

 Rather than simply talking more often, ensure you’re communicating intentionally with colleagues. What does the person you’re speaking with care about? How can you share information or updates in a way that resonates with them? 

(2) Be present, not just efficient.

 Consider how the work you’re doing could lead to further opportunities. When you finish a project, are there stakeholders who might be interested in learning about it? Could it help you make the case for a new project you’ve been wanting to start?

(3) Celebrate yourself. 

It’s common to think that good work will be visible and appreciated purely because it’s good. However, people are busy, and you can’t assume your work will speak for itself. It’s part of your job to make sure your wins pierce through all the other noise. 

this tip is adapted from the HBR IdeaCast episode, “What to Do When You’re Overlooked,” featuring Jessica Chen in conversation with HBR’s Alison Beard

“3 Challenges to Hybrid Work—and How to Overcome Them”

 Mon 03 June 2024 

Overcoming 3 Key Challenges of Hybrid Work

Hybrid work is here to stay for many organizations—and it comes with some pain points. Here are three key challenges managers of hybrid teams face and how to take on each one.

 (1) Aligning schedules. 

Rather than establishing fixed in-office days, focus on critical times for in-person presence, such as onboarding, busy periods, and key meetings or projects. Clearly communicate why these moments are important so employees understand the reasoning and accept the policy.

 (2) Building a strong culture. 

Sustaining corporate culture with less in-person time is difficult. Reframe your approach by appealing to employees’ desire to help others. Highlight how their presence supports their coworkers, customers, and clients. Make in-person time more valuable by fostering meaningful interactions and connections through mentorship programs and client meetings.

 (3) Ensuring productivity. 

Favor supportive, transparent check-ins over micromanagement and surveillance. Tie employees’ roles closely to specific deliverables and provide regular feedback. And don’t overlook your own development: Take advantage of training opportunities your company offers and get together with your peers to share best practices and discuss challenges.

This tip is adapted from “3 Challenges to Hybrid Work—and How to Overcome Them” by Mark C. Bolino and Corey Phelps

“Does Your Boss Practice Toxic Positivity?,

Wed 05 June 2024

Spotting Toxic Positivity in Your Boss 

Positive thinking is generally considered a good thing in management, but there’s a difference between genuine optimism and toxic positivity. How can you tell if your boss is taking the positivity too far? Here are three red flags to watch for.

 (1) They surround themselves with “yes” people. 

A boss who refuses to accept “no” and surrounds themselves with people who don’t challenge or question them may be fostering toxic positivity. They might shield the team from reality, leading to over-promising and under-delivering. True leaders balance optimism with realism, listen to concerns, and work with their team to solve problems.

 (2) They provide excessive praise.

 Be cautious of leaders who use praise, compliments, and flattery as a form of manipulation. Compliments like “You’re the only one who can do this” or “I believe in you to handle this workload” can mask unrealistic expectations. A good leader offers balanced feedback, recognizing both strengths and areas for improvement.

 (3) They expect you to be happy...always. 

Leaders who expect perpetual happiness from their team, regardless of circumstances, are practicing toxic positivity. Dismissing or ignoring negative emotions can lead to burnout and resentment. The most emotionally intelligent leaders validate their employees’ feelings, offer support, and avoid minimizing phrases like “It could be worse” or “Look at the bright side.”

This tip is adapted from “Does Your Boss Practice Toxic Positivity?,” by Mita Mallick

Learning transfer - from Leadership Training

 Tue 04 June 2024

Bring Your Leadership Training Back to Your Team

After completing a leadership development program, you may feel inspired to transform yourself, your team, and your organization. But sustaining momentum can be challenging when you’re back at work. Here are some strategies to help you apply what you’ve learned on the job.

(1) Anticipate reactions.

 Prepare concise, 60-second pitches tailored to different stakeholders. Highlight key takeaways, their strategic implications, and how they might shape your future actions. This engages your audience and signals potential changes.

(2) Recognize others’ contributions.

 Gratitude fosters goodwill and teamwork, so acknowledge the efforts of those who supported your absence. Explore how your team developed during your time away and align their goals with the new changes. 

(3) Embrace the opportunity. 

Don’t let skepticism from others deter you. Embrace your growth and communicate your dedication to long-term personal and team development. Your enthusiasm will inspire others.

(4) Communicate your intentions. 

Be transparent about your change ideas and the challenges ahead. Involving your team in the transformation process builds shared understanding and makes for a smoother transition.

(5) Pace yourself. 

Prioritize critical changes and be courageous, but introduce any changes gradually to allow people to adapt. This will ensure better acceptance and less resistance.

This tip is adapted from “You’re Back from Your Leadership Development Program. Now What?,” by Brenda Steinberg and Michael D. Watkins

 Friday 31 May 2024

Ensure Your Work Request Doesn’t Feel Coercive 

As a manager, what can you do to ensure that your employees aren’t taking things on because they feel like they have to, but because they actually want to? Here are three research-backed tips to help you ensure the “yes” you get is truly voluntary.

(1) Give people time to respond.

 When you make your request, say, “Don’t answer right now. Think about it and get back to me tomorrow.” This helps ensure their yes is considered, not pressured.

(2) Ask them to respond over email.

 Email allows people to craft their responses thoughtfully. This method lets them write, rewrite, and refine their response, making it easier for them to say no if they need to. Even if you make the request in person, you can still ask for an email reply.

(3) Share an example of how to say no. 

People often agree to work requests on the spot because they can’t find the right words to refuse. To avoid this, give people the words to say no as part of your request. This technique helps people feel freer to decline, making any agreement more voluntary.

This tip is adapted from “3 Ways to Make a Request That Doesn’t Feel Coercive,” by Rachel Schlund et al.

“You Need New Skills to Make a Career Pivot. Here’s How to Find the Time to Build Them.,”

Thu 30 May 2024

Develop New Skills to Pivot Your Career

Considering a radical career change? Whether you’re transitioning from finance to film or marketing to medicine, it’s more than just a leap—it’s a commitment to developing the skills you need using the limited time you have. Here’s how to make it work.

(1) Accept the time commitment. 

Prioritize your new career goals by cutting back on nonessential activities. You might need to skip the Netflix binges and happy hours for a while. But remember, while making sacrifices is necessary, you shouldn’t compromise on health or key relationships.

(2) Pick your focus. 

Research what’s required in your new field. If formal certification is needed, dedicate your time to essential courses and applications. For fields without strict requirements, maximize independent learning and side gigs.

(3) Layer in learning.

 Find ways to integrate education and training into your daily routine. This could mean listening to course materials while commuting or reading during downtime. Pro tip: Apps that convert text to speech can be a game-changer.

(4) Designate time for immersive learning. 

Schedule consistent study blocks, like two hours a few nights a week, and a longer session on weekends. Consistency is key to progress.

(5) Modify your work schedule.

 If possible, adjust your work hours to accommodate learning. Consider options like compressed workweeks or part-time roles to free up more time for skill-building.

This tip is adapted from “You Need New Skills to Make a Career Pivot. Here’s How to Find the Time to Build Them.,” by Elizabeth Grace Saunders

“Your Team Members Aren’t Participating in Meetings. Here’s What to Do.,” by Luis Velasquez

 

Wed 29 May 2024

Boost Team Participation in Meetings

Low participation in meetings can harm your team’s productivity by reducing collaboration, hampering decision-making, and eroding unity. How can you encourage more fruitful engagement?  

 (1) Start by clarifying expectations. 

Outline the supportive behaviors you want to see in your meetings. For example, you could say, “As a team, we support each other, we tackle challenges together, and we communicate constructively.” 

(2) Model these behaviors yourself, and be sure to celebrate when your team members do the same. 

For example, you might say, “I would like to recognize something. Alex, the way you just acknowledged Jordan’s contribution embodies the supportive culture we want to have on our team—one where every team member’s input is recognized and appreciated. Alex, thank you for demonstrating this and setting a positive example for us all.”

(3) It’s also helpful to offer team members different ways to contribute—for example, (a) allow for written input before, during, or after meetings. And consider(b)  rotating the meeting facilitation among all team members to give everyone a chance to lead.(c)  Giving those who are typically less vocal a structured role can help empower them to speak.

This tip is adapted from “Your Team Members Aren’t Participating in Meetings. Here’s What to Do.,” by Luis Velasquez

building a personal brand

 Tue 28 May 2024

Refresh Your Personal Brand

The image people hold of you in their minds can influence high-stakes decisions like promotions and job offers, so maintaining a current personal brand is crucial for professional success. Here’s how to keep your brand fresh and relevant, especially if you’ve been working to develop new skills.

(A) Clarify your vision.

 How do you want others to perceive you? Define the specific traits you want to be known for and associated with—aligned with your professional goals and potential future jobs. Look to role models for inspiration. 

(B) Identify gaps.

 How do others currently see you? Seek feedback from trusted colleagues to gauge public perception, and pinpoint areas where your brand image needs updating.

(C ) Create a tactical plan. 

As you work on building new skills and attributes, consistently showcase them to others. Volunteer for roles that highlight your new abilities, and correct misconceptions by demonstrating your growth in visible ways.

(D) Embrace strategic patience.

 Remember: Rebranding takes time. Be patient as others adjust to the new you. Reinforce your updated image through consistent actions.

This tip is adapted from “Your Personal Brand Needs a Refresh. Here’s Where to Start.,” by Dorie Clark and Tomas Chamorro-Premuzic

4 Resume Mistakes to Avoid When You Don’t Have Much Experience,”

 Friday 24 May 2024

Avoid These Common Resume Mistakes

Crafting a standout resume isn’t always about what you put in—equally important is what you leave out. Here are four key pitfalls to steer clear of.

(1) Including irrelevant experience. 

Focus on what's pertinent. If you're applying for a marketing role, skip the unrelated jobs and highlight relevant experiences. Expand on your contributions and use metrics to show impact. Keep the other experiences in your back pocket—they may be useful to mention in an interview.

(2) Over-customizing. 

Instead of tweaking your resume for every job, create a solid version that fits a job category (for example, marketing associate). Collect a number of similar job descriptions, identify common responsibilities, and reflect those in your resume. This will save you time and allow you to apply to more jobs.

(3) Over-designing.

 Keep it simple. A straightforward, well-organized layout is crucial. Use standard templates and avoid creative designs that can confuse recruiters or disrupt application-tracking systems.

(4) Sending from an unprofessional email address.

 Please, please, please: Use a professional email address, and avoid odd or outdated domains. And while you're at it: Name your resume file appropriately, like “YourName_Resume,” and always submit it as a PDF. You don’t want your email to be the reason your resume ends up in the trash.

This tip is adapted from “4 Resume Mistakes to Avoid When You Don’t Have Much Experience,” by Irina Cozma

“How to Talk to an Employee Who Isn’t Meeting Expectations,”

 Thu 23 May 2024

When an Employee Isn’t Meeting Expectations

Reviewing the performance of an employee who isn’t meeting expectations is high stakes for both sides. But these challenging moments can also offer opportunities to strengthen the manager-employee relationship. Here’s how to make it a constructive conversation.

(1) Set the stage for collaboration. 

Start by defining what success looks like and ensure it’s a shared goal. Begin with: “Let’s have an open dialogue. My goal is to give clear feedback, get on the same page, and support your development.”

(2) Reflect on the past. 

Encourage your direct report to assess their past performance by asking: “How do you feel you’ve met your goals? What’s working well and what isn’t? What would you like to improve on or do differently?” 

(3) Provide constructive feedback. 

Be clear and specific with examples. Gather insights from multiple stakeholders to ensure fairness. Approach with empathy, avoid judgment, and create space for them to share their perspective.

(4) Offer positive reinforcement. 

Highlight their strengths and show belief in their ability to improve and achieve their goals. Emphasize growth and development over criticism.

(5) Set an actionable path forward and reset expectations. 

Ask forward-looking questions like, “How would you handle a situation if…?” to foster a mindset geared toward future improvement. And clearly reset expectations. Ask: “What actions are needed to meet our new standards? How can I support you as we work toward these goals?”

This tip is adapted from “How to Talk to an Employee Who Isn’t Meeting Expectations,” by Jenny Fernandez