The 4 Questions to Ask When You Debrief on a Project

The 4 Questions to Ask When You Debrief on a Project

Debriefings can help you accelerate projects, innovate new approaches to problems, and hit difficult objectives. More than a casual conversation about what did and didn’t work, a debriefing digs into why things happened. It should review four key questions:

1. What were we trying to accomplish Start by restating the objectives you were trying to hit.
2. Where did we hit (or miss) our objectives? Review your results, and ensure the group is aligned.
3. What caused our results? This should go deeper than obvious, first-level answers.
4. What should we start, stop, or continue doing? Given the root causes uncovered, what should we do next, now that we know what we know?

Biz stats


" Body Fat Makes You a Target of Incivility at Work"

Research Finding 

The more body fat an employee carries, the greater the chances he or she will experience discourteous workplace behaviors such as (a)interrupting, (b)failing to return greetings, and (c) not refilling printer paper, etc.

For example, in one study, overweight people reported higher levels of such forms of incivility than their healthy-weight peers (2.48 versus 1.53 on a 1-to-5 scale).

Obesity may be “one of the last legally and socially acceptable” targets of workplace discrimination, the researchers say.

Courtesy : according to a team led by Katherine A. Sliter of Bowling Green State University.

" Help Your Team Avoid Unhealthy Competition "

Team work
" Help Your Team Avoid Unhealthy Competition "

It’s hard to collaborate if you view your colleague as the competition.
Even when leaders don’t explicitly paint a win-lose game for their teams, the competitive mindset is the default for most high-achieving professionals.
 So you have to communicate that success in the team can be greater and more exciting when people work together.
 Emphasize the opportunity for all team members to value and learn from each other.
And follow these tactics to help employees adopt a teaming mindset:

(1)    Model the behavior you’re hoping to inspire.
Demonstrate curiosity and interest in the people you work with, ask them genuine questions, and respond thoughtfully to what you hear.

(2)    Place a high value on and reward successful teaming more than individual performance.

 (3)   Frame the challenge ahead (the work, the initiative, the project) as something in need of diverse perspectives and skills.

Use Conferences to Inspire Yourself, Not Stress Yourself Out

Office Meetings
Use Conferences to Inspire Yourself, Not Stress Yourself Out

Going to conferences can be a terrific perk, but it can make you feel that you have to prove your attendance was worth the time and money.
Some people try to bring back as much knowledge and as many contacts as possible; others spend hours writing up a conference report for their boss and colleagues.
 But if you’re too focused on proving the conference was a good investment, you may forget to make the most of it in the first place !
 So instead of trying to be a “super attender,” simply focus on learning something new and meeting a few people you wouldn’t have otherwise.
 The point of getting out of the office is to recharge your batteries.
 Use your time to explore things that excite you and to attend the panels and talks that you’re interested in — even if they aren’t necessarily the ones you “should” attend.

"A Good Summary Can Help Your Résumé Stand Out "

Resume Writing / Job search

"A Good Summary Can Help Your Résumé Stand Out "
The average recruiter spends just 6 seconds deciding whether to read your résumé or pass on it.
How can you hook someone to keep reading in that short a time?

 Start with a brief but memorable summary of yourself at the top of the page – think 20 to 30 words.
Highlight your areas of expertise that are relevant to the job, then focus on specific results you’ve achieved in those areas. Highlighting your accomplishments shows the hiring manager that you’ve solved the kinds of problems she’s dealing with.
 Next, note the types of organizations and industries you’ve worked in, and include your years of experience.
Distinguish yourself from other candidates, making it immediately clear that you have what it takes to excel in the position.
And be sure to avoid generic terms like “results-driven,” “a proven track record,” and “team player” that don’t really say anything.

" 6 questions to ask, to identify a culture fit hire "

HR
" 6 questions to ask, to identify a culture fit hire "

Culture fit is the glue that holds an organization together. That's why it's a key trait to look for when recruiting.
 It's important to understand, however, that hiring for culture fit doesn't mean hiring people who are all the same.
The values and attributes that make up an organizational culture can and should be reflected in a richly diverse workforce.
 Here are some questions that will help assess someone's culture fit in an interview:

(1)    What type of culture do you thrive in?
(2)    What values are you drawn to and what's your ideal workplace?
(3)    Why do you want to work here?
 (4)   How would you describe our culture based on what you've seen?
 (5)   What best practices would you bring with you from another organization?
  (6)  Tell me about a time when you worked with/for an organization where you felt you were not a strong culture fit. Why was it a bad fit?

What Cross-Functional Teams Need to Succeed

What Cross-Functional Teams Need to Succeed

Cross-functional teams have become ubiquitous because companies need to speed innovations to market, and they’re essential for connecting the right people across an organization.

 But too many teams fail to meet planned budgets, stay on schedule, or meet customer expectations – and this is largely because the organization lacks a systemic approach. 

There’s no clear governance, accountability, or specificity when it comes to goals and how to measure success.

 

 To make these cross-functional efforts successful, executives need to assign an accountable leader to every project. This person will make key decisions, keep the team aligned, and coordinate with senior management. Each project should also have clearly established goals, resources, and deadlines.

. There should be an approved budget and a charter defining priorities, desired outcomes, and timeframes. And since different functions have their own priorities, leaders have to make the project’s success the number one objective for cross-functional teams by tying it to people’s performance reviews and compensation.