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MANAGEMENT- TIP OF THE DAY: Praise your star performer, but not too much


 

When you have star performers on your team, you may be tempted to lavish them with praise. After all, managing a supremely talented person is a boss’s dream, so why not tell them how much you appreciate them. However, be careful that you do not feed their ego too much, or they will constantly be looking for that level of adulation, which can be hard to maintain. So give them an appropriate amount of positive feedback and acknowledge their contributions. If they executed a project beautifully or made a stellar presentation, say so — but leave it at that. In addition, be sure that high performers recognize and acknowledge the work of the other team members who help them be successful.


Source: Adapted from “How to Manage Your Star Employee,” by Rebecca Knight


MANAGEMENT- TIP OF THE DAY: Manage your Stress, by identifying what triggers it


 

We all have things that set us off particular triggers that cause a less-than-helpful knee-jerk reaction. Understanding what stresses you out can help you improve your emotional intelligence and resilience. One way to identify your triggers is by completing statements like “I become overwhelmed when…,” or “At work, I wish people would…,” or “I think it’s rude to…” You can also pay attention to your stress symptoms, such as sweaty palms, headaches, or tightness in your chest. Start watching for patterns in the situations that cause these symptoms. Maybe your manager learned that you missed an important deadline, or your colleague embarrassed you at a meeting. Once you are aware of your triggers, you can actively manage how you react to them — instead of letting, them control you.


Source: Adapted from “Handle Your Stress Better by Knowing What Causes It,” by Anne Grady

 


MANAGEMENT- TIP OF THE DAY: When changing your Company’s Culture, Celebrate Small Wins

  If you are trying to implement a new culture in your organization, employees are more likely to buy in if they see that the change is already sticking. Demonstrate small wins early on and showcase examples of how the new culture will help the company achieve its goals. Here is an example. Before the pharmaceutical company Dr. Reddy’s rolled out the company’s new mission, “Good health can’t wait,” leaders redesigned the product packaging to be more user-friendly and recast its sales reps as knowledge hubs for physicians. When the cultural shift was introduced, leaders could point to projects already under way to show how it was succeeding. Celebrating the first small steps toward a new vision helps your employees understand what the new culture should accomplish — and gives them models to follow when making their own contributions to the shift Source: Adapted from “Changing Company Culture Requires a Movement, Not a Mandate,” by Bryan Walk ...

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MANAGEMENT- TIP OF THE DAY: Write a Graceful Resignation Letter (Even if you can’t wait to quit)

  How do you write a graceful resignation letter when you’re leaving under unfortunate circumstances? Maybe your job is seriously damaging your health and well-being, or you even suspect your organization is behaving unethically — or illegally. Whatever the situation, you don’t want the substance of your letter to come back to haunt you, so don’t point fingers or level accusations. You need your current boss or HR department to be able to provide at least a neutral reference if future employers contact them. So, offer a genuine compliment in your letter, such as how much you’ve learned during your time at the company. Then give a believable reason for your departure. It doesn’t have to be the primary reason, but it should be truthful. For example, you might say, “I’ve realized I can best fulfill my goals by redirecting my career toward sales and marketing.” Being professional on your way out preserves your reputation, which will be critical to land ...

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MANAGEMENT- TIP OF THE DAY: Motivate your team by connecting their work to what matters

  All managers need to motivate their employees, but many struggle to get it right. Bosses looking to deliver an effective pep talk should explain why the work they are asking people to do is important. How do the employees’ tasks connect to the organization’s purpose? Point out ways your team is making a real difference for customers, the community, or each other. The CEO of a pharmaceutical startup, for example, might say, “I know everyone here wants to help save lives from heart disease. That’s what our work is all about.” Or you can connect your employees’ responsibilities to their personal aspirations. A fast-food restaurant manager could tell teenage workers, “One of our company goals is to provide good, stable jobs so that you have money to help your families and save for college.” Research shows that connecting work to meaning is the toughest part of a pep talk to deliver, but getting it right is essential to motivating your team. Source:  ...

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MANAGEMENT- TIP OF THE DAY: To Change Company Norms, Get Other Leaders’ Support

When you become a manager, it is likely that your team already has norms in place. You may notice bad practices that need correcting right away, such as using work hours for personal projects or neglecting customers during too-long lunch breaks. Before you implement a new policy, however, determine whether leaders in the organization ignore the poor behavior. It will be tough to get your team to change if they know employees on other teams are getting away with it. Therefore, if some leaders condone the behavior, your first step is to convince them a change is necessary. Start by collecting information about the problem: What is this behavior costing the organization? How often does it occur? Does it damage customer service or another area of the business? Present your colleagues with data that makes a compelling business case. In addition, structure your argument around business outcomes, not a moral appeal. You need your boss and fellow managers on your side before you can address a long-tolerated iss ...

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MANAGEMENT- TIP OF THE DAY: Before a difficult conversation, consider your counterparts perspective

  It’s natural to go into a difficult conversation focused on what you want from the situation. But thinking only about your goals won’t give you and your counterpart the common ground necessary to resolve the conflict. You need a good understanding of what the other person’s objectives and interests are. They had a rationale for the way they’ve behaved so far (even if you don’t agree with it), so what might that be? Think about what’s going on for them. Ask yourself: What are they hoping to accomplish? Why does this matter to them? If you’re not sure, ask someone you trust what they think is going on in your counterpart’s mind. You might say something like, “I’d love some advice and coaching. I haven’t worked much with Akiko before, but I know you have. Can you help me understand how she might be seeing this situation?” Putting yourself in the other person’s shoes will give you information you can use to navigate the discus ...

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MANAGEMENT- TIP OF THE DAY: Use Quick Feedback Sessions to Exchange Advice with Co-workers


 

If you’ve ever hesitated to offer critical feedback to a colleague, you’re not alone. Even when we perceive a problem, we often stay silent to avoid being  seen as an interfering know-it-all. You can get over this discomfort by setting up “speed dating” feedback sessions with your coworkers. Meet one-on-one with a teammate for 20–30 minutes. Take turns offering your observations of each other’s leadership effectiveness or strategy execution. This is your opportunity to provide feedback that helps your coworker get back on track and to listen to their advice about how you can improve in your own role. Repeat this process with each teammate, making plans to follow up as needed. Checking in with your coworkers and offering constructive feedback sets the expectation that you all share responsibility for each other’s success.