Feel like constant meetings are hanging you up? Set a regular meeting with yourself.
Meetings and more meetings. Just as you finish one call, you are dialing into the next one. Need to go for toilet break? Forget it -- there’s another meeting. This meeting situation was already insane before the pandemic, and it it has only gotten worse now with so many people working from home.
There are dozens of articles about how to spend less time in meetings, how to reject meetings without looking bad, about 2/3 of our life being spent in meetings. All these articles trying to help us save ourselves. Yet many of us keep falling into the meeting trap. I have yet to find the magic formula for myself, however I do believe I am becoming more aware about how I am actually spending my time versus how I want to spend my time.
Why you don’t learn from failure
How many times have you heard that failure is a “teachable moment?” That you learn more from failure than success? In a 2017 commencement speech, U.S. Supreme Court Chief Justice John Roberts actually wished the graduating class “bad luck,” so they’d have something to learn from.
Yet my colleague Ayelet Fishbach and I find that failure has the opposite effect: It thwarts learning. In a recent study, we presented over 300 telemarketers with a quiz. The telemarketers answered 10 questions on customer service, each with two possible responses (i.e., “How many dollars do U.S. companies spend on customer service each year?” The answer choices: 60 billion or 90 billion).
Some considerations about your remote working environment by Paolo Cuomo.
Just over 9,000 days ago I entered 37 Fitzroy Square, London and sat at an office desk for the first time. 380 days ago I entered the iconic Cheesegrater building and sat at an office desk for the last time. I hope it won’t be the very last, but it’s clear I won’t be back until mid-2021 at the soonest. Ignoring a project I did many years ago with night-shift supermarket workers, this is the longest by far I’ve not worked in an office.
When the UK and much of the rest of the world went into “lockdown” back in March/April 2020, it all seemed rather temporary. Of the many millions conducting our work interactions via email and Zoom, most took a short-term approach to our workspace — sometimes through limited choice, sometimes through natural inertia. Sure, a new mouse or a monitor, but still just stuck in the same corner or on the dining room table.
As the work from home extended, we entered the summer months with the siren song of working outside or, as in my case, spending large parts of the day on calls while walking. Thus no real reason to adjust.
Now here we are a year later.
Supporting employees who initially come across as timid can help these people feel comfortable at work and deliver great results for the company.
Experienced managers will have overseen teams comprising all sorts of characters and personality types, from the boldest extroverts to the quietest introverts.
Commonly accepted ideas in the world of work, and society as a whole, suggest the people who speak loudest and take control of social situations are the most capable and able to deliver results.
But that isn’t necessarily true. Natural introverts often have many qualities that can prove particularly valuable for businesses, so there’s a lot to be gained from supporting employees who initially come across as shy and timid.
Here are some of the ways you can do that...
One of the hardest jobs a leader has is giving corrective feedback to someone whose behavior is difficult, aka "the difficult employee." This person's behavior is adversely affecting the team, not just you. You've tried all the soft approaches like ignoring the behavior, making a joke about it, dropping hints -- and still he persists.
Finally the time has come to deal with this head on. You need to give him straight feedback. Most people would rather scratch their fingernails down a chalkboard than do that, but, hey, you are the leader, so it's your job. You bravely say yes, but wonder privately if, by talking to him straight, you're going to make things even worse.
What if you could give this feedback to him in a way that would solve the problem and even enhance your working relationship with him? What if he would actually thank you at the end of the conversation, grateful that you cared enough to talk to him about it? This is possible!
Here are 5 steps to follow in order to to make the biggest difference possible. You might consider experimenting with these steps also when the stakes are lower, BEFORE an employee get labeled as "difficult."
1. Prepare for the conversation ahead of time.
Just as life is constantly changing, the brain is constantly changing. It is through repetition that thinking patterns and consequently behaviour patterns, can be shifted, tweaked, changed or completely replaced with more positive empowering ones. Through repetition the brain rewires itself.
Science has proven the brain can rewire itself. This is fantastic news especially for anybody wishing to improve the quality of their life and engaging the support of a coach for this 'change' process. Making, and more importantly sustaining, any changes in thinking or in behaviour patterns, would be very difficult, if not impossible, without this scientific truth. Knowing this offers coaching clients not only motivation but also confidence to continue on the path to 'change', which sometimes can be a difficult one.
If an employee is missing targets, blowing deadlines, or handing in shoddy work, it can be tempting to push off any conversation about it and hope that things get better on their own. But you’re not just doing yourself and your company a disservice by staying quiet. An employee who’s falling short deserves to know it so that they have the opportunity to self-correct before things get too dire. And having to fire someone is even more uncomfortable than stepping in earlier.
Delivering the news effectively, though, is a delicate art. “It’s important to remember that this person has emotions and feelings attached to the information they’re receiving,” says industrial-organizational psychologist Amy Cooper Hakim, author of Working with Difficult People and founder of the Cooper Strategic Group.
As a rough guideline, just follow the golden rule: “Handle this conversation the way you’d want it to be handled if you were on the other side,” says Justin Dauer, author of Cultivating a Creative Culture and executive at the technology company bswift. “As long as the dialogue is less oration-based and more collaboration-based, there are a lot of positives that could come out of it.” Here’s how to pull it off.
Last week, a client asked me, “How can I delegate more effectively?” It made sense that she wanted to dig deeper into this. Delegation is a superpower for leaders — it’s one of the most powerful ways to scale yourself and your impact. I strongly believe: great leaders delegate better than average leaders.
Part of this is causality, though. If you don’t delegate, you’re probably going to burn yourself out as an average leader and never finish the journey to becoming a great leader.
In some ways, delegation was always one of my strengths. But it was also something I leaned into too much once in a while. I was quick to pass on responsibilities and give others opportunities, but it was sometimes a scattershot approach. And it didn’t always come with the clear guidelines and support that makes delegation effective.
So, where is the balance? How can we unlock this deep well of efficiency and effectiveness? Like most leadership topics, it begins with the leader.
1. Address Your Own Control Issues
by Leah Njoki
Ever been asked to say a few things about yourself? Perhaps you said you’re a good communicator, attentive to details, or a team player. The point being, we all define ourselves in a certain way.
Here’s the paradox, though; It’s not what you say that is an accurate representation of who you are, but rather what you show yourself to be. That’s how people judge you. They respond to the image you project. As such, it’s critical to focus on what you do rather than what you say.
If you want to sell yourself to the world in an authentic way, focus on these four really small things because they say a lot about you. This way, you’re guaranteed to make a lasting impression and command respect from people.
1. How you keep time
By Karen Bridbord, Ph.D., Licensed Psychologist and Organizational Consultant
When I wrote about the inflection of workplace culture back in May, I was expecting the pandemic to be a distant memory by now. Remember when we all thought it was going to last three weeks? Yet today, six months into the most significant global health crisis of our lifetime, we find ourselves still grappling with uncertainty.
Instead of creating new rituals to uplift and ground us as we find ourselves, as I recommended in the beginning of the pandemic, we now must find a way to sustain ourselves. We’re collectively exhausted. This pandemic is a marathon, not a sprint, and we need to act accordingly. This includes adjusting our company values and how they’re operationalized in our organizational cultures.
By Sweta Bothra, Lead Therapist at InnerHour, a Mental Health Platform
Photo by Markus Spiske on Unsplash
What kind of mindset do you have? Is it one that drives you to become the best version of yourself, even when times get tough?
A mindset can be defined as the way in which a person perceives themselves and the world around them. Your mindset can hugely impact your behaviours, ideas and choices you make when it comes to your goals. It can even affect your work, relationship with others and daily routine. Ultimately, the kind of mindset you have defines you who are and who you can become.
There are two types of mindsets – fixed and growth. Let’s look at each in a little more detail.
by Jeff Kavanaugh
Photo by Christopher Paul High on Unsplash
As a partner at a consulting firm as well as a professor in the University of Texas’s MBA program, I not only team up with some of the brightest young business minds in the country, but hire them, too. And in the process, I’ve come to suspect that their expectations don’t always match recruiters’ needs.
So to test my suspicion, I recently conducted a survey of over 3,000 students and recruiters to uncover their assumptions about the skills that lead to success in the job market. And the most startling gap that I found had to do with mismatched perceptions about leadership skills.
WHY (AND WHEN) LEADERSHIP IS OVERRATED
By Tim Davis
Photo by Cherrydeck on Unsplash
March 11, 2020 is a day destined for the history books: “WHO Declares Coronavirus Outbreak a Pandemic.” It was that day that, all around the world, leaders began scrambling, ripping through the pages of their crisis playbooks (or quickly creating them), searching for their pandemic play-by-play. Shortly after came the day the markets crashed on March 16, turning the crisis to both a health and economic calamity.
Though etched in our minds with great infamy, it’s days like these that I believe make true leaders. Abraham Lincoln, Franklin Delano Roosevelt and Martin Luther King Jr. wouldn’t be the leaders we remember if it weren’t for the fiery trials that forged their legacies. This is true not only for politicians and activists, but also for business leaders. As president of The UPS Store, a business deemed essential throughout the pandemic, I’ve seen what works (and what doesn’t) when leading through a crisis, and how leaders can turn even a global pandemic into an opportunity.
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
Photo by krakenimages on Unsplash
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
Photo by Anshu A on Unsplash
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