The Management Tip of the Day

  Overthinking can take three forms: rumination, overanalyzing, and future tripping. Here’s how to spot and handle each one—before they cause you to spiral, stress, and ultimately burn out.   Rumination.   This is a mental loop where you dwell on past events, particularly negative or distressing ones. If you tend to fixate on negative feedback, bring up past failures in conversation with others, or you’re overly cautious about work, you might be a ruminator. To diffuse your rumination, set aside 15 to 30 minutes to grapple with these negative thoughts. This will help you compartmentalize and stop yourself from ruminating constantly throughout the day.   Overanalyzing.   Procrastinating, over-relying on others’ approval, and experiencing difficulty prioritizing are all tendencies of overanalyzers. To break the cycle, shift your aim from “perfect” to “good enough.”   Future tripping.   If you spend excessive energy planning for every possible scenario, o...

  When employees speak out about political and social issues, when and how should you respond as a senior leader? Take a pause with your leadership team and consider five factors before making a public statement.   Authority:   How much authority, power, or status do we have in   the wider organizational system compared to o the r stakeholders (employees, customers, suppliers, and investors)? And how do we want to use that authority?   Concern:   Is this issue   of   concern to us, or to stakeholders? Do we really know how much stakeholders care about this issue?   The ory   of   change:   Do we feel we can make a difference? Do we feel we can resist change in   the   “outside” world, or do we see how we participate and are influenced by it? What role do we believe we can play in influencing change?   Identity:   Do we consider ourselves to be activists? What do we stand for—and what don’t we?   Field: ...

  It’s normal to wrestle with feelings   of   unmet expectations, missed opportunities, and paths not taken as you reach   the   midpoint   of   your career. But arriving at middle age is also a pr of ound opportunity to reflect and blaze a new path. Start by asking yourself   the se questions.   What could I regret in 10 years?   Imagine   the   disappointment you might feel in   the   future if you don’t take certain actions to day , and use that as a motivating force.   How do I define and tap into my purpose?   Shift from a career shaped by external forces and o the rs’ agendas to one driven by what you find meaningful.   What are my values and priorities to day ?   You may find that   the y’ve changed over time. Carefully consider which compromises you’re willing to make—and which ones you aren’t.   What mastery have I developed?   Reflect on   the   skills and knowled...

  Big changes at work (layoffs, reorgs, or the departure of an important colleague, for example) can stir up big feelings. How can you stay grounded amid organizational chaos?   Give yourself grace.   Let yourself feel your feelings. Change can be disorienting, so be gentle with yourself.   Build resilience.   Take a purposeful pause and allow yourself to imagine the worst-case scenarios. What could make me and what could break me? This type of reflection will help you shift from a defensive mindset to a growth mindset that embraces new possibilities.   Seek support...strategically.   Decompressing with colleagues can feel cathartic, and some venting may be unavoidable. But try not to lean too heavily on your colleagues. It’s safer to confide in trusted personal relationships outside of work.   Be positive and opportunistic—but stay objective.   You can choose to look at the chaos as an obstacle to overcome, or as a chance to grow. But rememb...