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.
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.
By Kate Morgan
Last week, two close friends officially postponed weddings planned for later in the year. “I know this is overdue,” wrote one in a text to me and the other bridesmaids, “but it’s given me a pit in my stomach every time I go to hit send.” Then she sent a digital version of her “Change the Date”, a replacement for the Save the Date notecard stuck to my refrigerator.
For the first half of the year, the uncertainty of the pandemic’s spread has made it nearly impossible to predict whether anything will happen as we imagined it would. “I think we’re all being made keenly aware that the control we thought we had is maybe more fragile than we believed,” says Shevaun Neupert, a professor of psychology at North Carolina State University.
But putting the future into a perpetual holding pattern is tough on mental health. Studies have shown strong ties between an unclear future and anxiety, and intolerance of uncertainty has been shown to correlate strongly with depression.
By Marina Khidekel, Head of Content Development at Thrive Global
There’s no doubt that the coronavirus pandemic disrupted our routines — but in doing so, it’s also forced us to rethink our relationship with time in meaningful ways. As Dean Kissick writes in a recent New York Times op-ed, the opportunity lies in being able to “see time afresh — as something we really don’t have enough of, as something precious precisely because it’s ephemeral.”
We asked our Thrive community to share the unexpected lessons they’ve learned about time during the pandemic, and about the strategies they’re using to manage their time better. Which of these will you implement as we move forward?
By Jessica Hicks, Associate Multimedia Editor at Thrive Global
Managing people is tough — but managing people as they work from home during a global pandemic, well, that’s another story. Whether you’re a first-time manager or have been leading people for years, the coronavirus crisis has likely pushed you into uncharted territory. On top of overseeing day-to-day workflow, problem-solving, and paying attention to the bottom line and deliverables, there’s another big task on your plate: helping to take care of the human capital on your team when you don’t see them every day.
“It is difficult to know what demands each individual is facing — whether it be navigating health issues, a partner that is a frontline responder, children in need of care, extended family members that are isolated,” Ashley Hardin, Ph.D., a professor of organizational behavior at Washington University in St. Louis, tells Thrive. “Many employees are balancing many roles and enacting those roles simultaneously for the first time.”
Not every company can afford to completely halt their hiring plans, and for some industries,
Self-Help Book / Personal Development