“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