 Giving advice is often counterproductive, say experts, even when someone asks you for it. Here are some pointers on how to get it right. By Jessica Mudditt
Giving advice is often counterproductive, say experts, even when someone asks you for it. Here are some pointers on how to get it right. Think back to the last time you were discussing a challenge at work and someone chimed in to offer their opinion. Did you welcome their advice? Probably not. It’s more likely you dismissed it and thought to yourself: ‘You have no idea know what's going on.’ Or possibly the more defensive: ‘You don’t even know me.’ Coaching expert and author Michael Bungay Stanier believes that many of us are too quick to jump in with proffered solutions. He discovered that advice-giving has become endemic in the workplace, which prompted him to write The Advice Trap. In it, he argues that our tendency to dispense advice stems from society teaching us that success means having all the answers, and that leaders in particular must prove their value by liberally dispensing it.
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 By Susan Begeman Steiner
One of the complaints I often hear in companies is “So-and-so does not respond to my emails.” My response is, “What is your agreement with So-and-so about responding to emails?” Invariably I’m told that there is no actual agreement in place. As much as one might assume that people should respond to emails in a timely manner, that doesn’t mean that they will…unless there is an agreement in place. In the absence of an agreement, your options are to complain, hope the person gets the hint, nag him or try to work around the unworkable situation. The simple fact is, agreements up front can solve problems before they arise and make interacting with others a lot easier.  We’re months into the COVID-19 crisis and some leaders are still fumbling through it, while others are quietly safeguarding their company’s future. Opinion editorial by The American Genius
Anthony J. Algmin is the Founder and CEO of Algmin Data Leadership, a company helping business and technology leaders transform their future with data, and author of a new book on data leadership. We asked for his insights on how strong leaders can see their teams, their companies and their people through this global pandemic (and other crises in the future). The following are his own words: Managers sometimes forget that the people we lead have lives outside of the office. This is true always, but is amplified when a crisis like COVID-19 occurs. We need to remember that our job is to serve our teams, to help them be as aligned and productive as possible in the short and long terms.  Even when you're not in the mood, you can be effective. Photo by meredith hunter on Unsplash By Susan Begeman Steiner
Honoring emotions is an important element in achieving Emotional Intelligence. And your moods – both “good” and “bad” -- are an important part of your emotional being. Learning to flow with your moods and be honest about them gives you more individual self-expression and even self-confidence. Have you noticed that things go more smoothly when you are in the mood to do them? Traffic lights change to green and you find a great parking place when you’re in a good mood. And when you’re in a bad mood, seems like almost everything goes wrong? Moods, good and bad, come in their own timing, so practically speaking, how can you capitalize on the good moods and mitigate the bad moods? Good moods are easy. Whenever possible, do things when you're in the mood to do them. Then you hit the green lights or, if you don't, you're not as likely to get upset about it. But what about the bad moods, when you just aren't in the mood to do something you have to do? How can you get yourself in the mood to enjoy what you’re going to do? Here are 3 keys that can help: |
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