The Management Tip of the Day

  In   the   run-up to   the   new year, we’re sharing some   of   our favorite   tip s from 2023.   Is your team feeling stuck, stymied, or just a bit stale? Maybe you’ve lost your collective sense   of   purpose. Maybe interpersonal tensions are building. Or maybe it just doesn’t feel quite like a   team   anymore.   How can you intervene as a manager? Understand that it’s normal for team dynamics to ebb and flow over time and reflect on what exactly feels   of f.   The n decide whe the r your team ultimately needs to be realigned or revitalized.   To realign your team , start by resetting mandates and goals. Ask yourself and your team: What external trends do we need to adapt to? How should our team’s role and value shift as   the   organization evolves around us? Adapt your targets and metrics accordingly—and reevaluate your strategies, workflows, and individual responsibilities to optimiz...

  In   the   run-up to   the   new year, we’re sharing some   of   our favorite   tip s from 2023.   Do you feel like you’re not getting   the   guidance, clarity, or feedback you need from your manager in your one-on-one meetings? If so, redirect   the   focus by asking   the   right questions.     Ask for guidance on tasks and projects:   I’m having some challenges with X. Can you help me think about how to navigate it successfully?   What do you think   of   my idea Z? Do you have any suggestions for how to improve it, or an alternative idea I should consider?   Clarify priorities and expectations: Given what’s on my plate, what should I be prioritizing right now, and can you help me understand why? As you review my workload, am I taking on   the   right projects?   Align with   the   organization and its strategy: To help me better understand   ...

  In   the   run-up to   the   new year, we’re sharing some   of   our favorite   tip s from 2023.   You don’t need to be   the   boss to be a leader. Here are three actions you can take to hone your leadership skills right now and become a highly respected and influential team member.   Embrace your existing strengths.   Start by asking yourself: Which tasks at work feel most energizing and natural to you? Which projects do you excel at and enjoy? What unique perspective do you bring to   the   table? Your strengths, identity, and interests are what set you apart.   The   more you understand yourself,   the   more you’ll be able to carry yourself with   the confidence   of   a leader. Devote time to daily development.   Improving your skills will help you expand your impact and influence. For example, maybe your organization values leaders who can back up   the ir ide...

  In   the   run-up to   the   new year, we’re sharing some   of   our favorite   tip s from 2023.   It’s normal to feel mentally checked out at work from time to time. But especially in times   of   economic uncertainty, when your job stability could be in question, it’s important to check back in and refocus on your pr of essional reputation.   Start by determining your career commitments. Ask yourself, “What do I want to be known for at work?” Perhaps it’s your enthusiasm, great communication skills, reliability, or ability to work well under pressure.   The se might be new skills you want to learn, or old ones you want to fine-tune or improve.   The n, commit to an action plan to bring   the se skills to life. You don’t need to make big, sweeping changes—even small shifts in body language, mindset, communication, visibility, or productivity can result in a significant and lasting impact on your reputation. ...

  A growing body   of   evidence suggests that a four- day   workweek is not only feasible, but also potentially advantageous when it comes to employee well-being and retention. But what does this new approach to work actually require from managers? You need to streamline operations, remove administrative burdens, and prioritize high-impact work. Here’s how.   Clearly define   the   work that matters.   Lay out clear team-level goals and identify   the   work that directly contributes to those priorities.   Run a meeting audit.   Meetings are   of ten scrutinized as unproductive time. Work with your team to cancel recurring meetings that could really be “just an email” or to shorten meetings that could be half an hour instead   of   a full hour.   Allow employees to operate to   the   full extent   of   the ir education and training.   Many employees are bogged down with administrati...

  When an employee is eager to advance, it can be difficult to tell   the m   the y’re not ready for a promotion, but you can do it with compassion and a focus on   the ir future.   Start by shifting your own mindset. You’re not delivering bad news; you’re developing a shared understanding. Remember,   the conversation   of fers an opportunity to reaffirm your belief in your employee. Acknowledge   the ir efforts, validate   the ir feelings, and assure   the m that   the ir hard work hasn’t gone unnoticed. You could say, “I see a lot   of   potential in you, and I believe in your ability to grow into   the   role you want.”   The n shift to your reasoning. Highlight where your employee is now and what   the y need to do in order to move forward. You might say something like: “Right now, you’re excelling in [current competencies]. What’s needed for   the   next step is fur the r development in ...

  Yester day , we highlighted four   of   the   eight skills that anyone can develop to become a leader: au the nticity, curiosity, analytical thinking, and adaptability. Here are   the   o the r four qualities:   Creativity.   You don’t necessarily need to come up with every great idea on your own. Sometimes it’s about establishing an environment that nurtures creativity in o the rs.   Comfort with ambiguity.   Managing ambiguity is about holding conflicting ideas in your head and dealing with competing priorities that feel equally important. Ask a lot   of   “what ifs” and “so whats,” and scrutinize matters from different perspectives.   Resilience.   When things get tough, exhibit   the   resilience to recalibrate, regroup, and get input from o the rs by asking, “Is   the re ano the r path?”   Empathy.   Developing your emotional intelligence gives you a deeper appreciation   of  ...

  Leadership isn’t a quality you ei the r innately possess or lack; it’s   the sum   of   eight skills you can develop over time. Here are four   of   the characteristics that will help you become recognized as a leader.   Au the nticity.   Work to build self-awareness, and put yourself in positions to highlight your strengths and improve on your weaknesses.   Curiosity.   Ask questions about what you don’t know. Think expansively and ambitiously. Present as someone who constantly wants to learn, explore, and innovate.   Analytical thinking.   Leadership requires   the   ability to break down complex problems, identify   the ir root causes, and come up with fresh solutions. Develop your analytical skills by focusing on cause-and-effect relationships and being attentive to patterns and trends.   Adaptability.   Take on assignments and seek out experiences that demand flexibility. Push yourself to work in...

  Writing a self-assessment can feel like a box-checking exercise, but it sets   the   tone for your manager’s evaluation   of   your work. Follow   the se five steps to nail this critical part   of   your performance review.   Focus on   the   entire year.   Don’t just default to your most recent accomplishments. If you didn’t keep notes, take a peek at your calendar to remind yourself   of   the   projects you worked on and significant conversations you were a part   of .   Consider broader company and functional goals.   Identify   the work you did that directly contributed to   the   big picture. Your goal is to tie your   day -to- day   work to your organization’s success.   Look for alignment with company values.   How you approached your job is just as important as what you accomplished. Identify   the behaviors and attitudes you brought to work that u...

  It’s natural to seek   the   approval   of   your colleagues and employees. But being a great leader is about striking   the   right balance between trusting yourself and considering what o the rs think. Try   the se strategies to ensure your decision-making, self-esteem, and overall sense   of   worth don’t become overly dependent on outside opinions.   Do a gut check.   Take occasional pauses from   the   daily grind to ask yourself: Are my decisions truly reflective   of   what’s best for   the   team, or are   the y serving my desire to be liked? This introspection helps differentiate between internal drivers   of   behavior (like personal values, ethics, or genuine interest) and external drivers (like   the   desire for praise, fear   of   negative judgment, or   the   need to fit in).   Formulate your own opinions first.   It’s easy to ...

  When project stakeholders have competing visions, confusion—and even conflict—can ensue. If you’re leading a big project that feels misaligned, here’s what you can do to ensure that everyone has   the same success criteria and is working toward a clear, common goal.   Uncover   the   root   of   the   misalignment.   Is   the re a lack   of   clarity about   the   organization’s big-picture goals? Are   the re disagreements about how to allocate resources? Or is   the re poor communication happening at   the   employee level? Meet with your stakeholders individually to identify what’s getting in   the   way   of   a collective vision.   Get everyone on   the   same page.   Ga the r all   the   interested stakeholders, virtually or in person, to discuss   the   situation with   the express goal   of   finding common ground....

  Challenging   the   status quo can lead to innovation and process improvements at work. But it can feel risky to speak up and share unconventional ideas. Here are some steps to help you start   the conversation—and increase your chances   of   success.   Be prepared for   the   right opportunity.   Odds are that it will be an informal or chance encounter that allows you to introduce your idea. You never know when you might have   the   ear   of   the   right stakeholder, so if you have a great pitch, keep it in your back pocket.   Ask for permission.   When   the   opportunity presents itself, explicitly ask for permission to raise your idea. For example, “May I have your permission to push back on this?” or “Do you mind if I   of fer a different perspective?” or “May I suggest ano the r way to look at this?” This allows you to position your interaction as a contribution, not a confront...

  Many   of   us mistakenly associate extroverted behaviors with passion, an assumption that can lead to unfair and counterproductive outcomes. Here’s how managers can take proactive steps to prevent this bias from harming more introverted employees.   First, invite people to share how   the y prefer to express   the ir passion. Be sure to avoid judgmental reactions.   The ir style may not be intuitive to you, but it’s your job to recognize how   the y express   the mselves, regardless   of   whe the r it conforms to stereotypical expectations.   The n work with employees to bridge any gaps between   the ir expressions and your perceptions. For example, if someone shares that   the y’re not comfortable with big, public displays   of   passion, invite   the m to share it through o the r forms   of   communication, such as written reports or one-on-one chats.   Finally, reward passionate pe...

  Making   the   jump to a new career can feel impossible, even when we yearn for something different. Here are some common barriers to making a career change—and how to overcome   the m.   Not knowing what to do next.   If you know you want something new but can’t express that goal clearly to yourself or o the rs, start by doing some research. Give yourself a simple prompt, like listing 20 companies you might want to work for.   Limiting mindsets.   If you find   the   prospect   of   career change so overwhelming that you become paralyzed, start with small experiments. Take part in temporary assignments, do some freelance work, conduct projects in areas   of   interest, or volunteer.   Inadequate networks.   Not knowing   the   right people—or not knowing where to meet   the m—can make your dreams feel unattainable. But   the re are ways to expand your network and market yourself. Start...