The Management Tip of the Day

  Finding out that your manager is bringing in someone else above you, a practice known as “layering,” can lead to feelings   of   self-doubt. But it’s typically due to changing business needs, not because   of   poor performance on your part.   To manage your complicated feelings—and move forward productively—you can first ask yourself how   the   situation could be beneficial for you. Could you receive more mentoring or guidance? Could your new manager bring a fresh perspective or teach you new skills? Approaching   the   situation with curiosity will help prevent catastrophic thinking and allow you to see   the   bigger picture.   If your new boss has yet to be selected, ask HR and/or your current manager if you can be part   of   the   hiring process. This will demonstrate that you’re a team player and on board with   the   new direction. If this isn’t possible, request a meet-and-greet with ...

  What should you do if you’re working under   the   cloud   of   impending lay of fs? You can’t always control   the   outcome. But you can reduce your vulnerability by understanding   the   most common reasons people get laid   of f and how to defend against   the m. A lack   of   skills advancement.   Employees who don’t keep up with rapidly changing business needs may be a target. It’s crucial to take a proactive approach to developing your skills based on where   the   market and company are heading. Being an overseer, not a doer.   Managers who lack hands-on involvement may be perceived as not directly contributing to execution or outcomes. To become invaluable to your organization, find a balance between strategic leadership and direct involvement in work (without micromanaging your team). Being invisible.   If senior leaders don’t know who you are or what you do, your job could be an easy t...

  Do you feel   the   need to compete with your peers for people, investments, and attention? This individualistic, “fend for yourself” approach to leadership may serve you early in your career—but it can have diminishing returns. To reach   the   next level, you need to redefine winning as a shared goal. Here’s where to start.   Build self-awareness.   Start by deconstructing why you feel   the need to be competitive or territorial. What story are you telling yourself about your colleagues and organization? Once you understand   the   assumptions underlying your behavior, you can challenge   the m.   Move from a “me” to “we” mindset.   To do this, identify which colleagues are critical to your success in   the   near term.   The n determine   the   actions you must take to move   the   relationship forward and achieve mutually beneficial outcomes.   Rebuild trust.   Collaborati...

  You want a hybrid work schedule—but your employer wants you back in   the   of fice full time. Here are some steps to help you negotiate for   the   arrangement you want.   First, try to understand your employer’s position. Initiate conversations with key decision-makers like your manager and your colleagues in HR. It’s also important to understand where your company leaders stand on   the   issue, so look closely at any statements   the y’ve made about returning to   the   of fice. This data will help you craft a better case for yourself.   The n develop a sound rationale for why you want hybrid flexibility. Whe the r you’re dealing with a painfully long commute to   the   of fice, your team is based across different time zones, or you’re juggling caregiving responsibilities, build a clear case for yourself.   Next, try to get your manager to warm up to your ideas.   The   best way to do this is to d...

  Workplace aggression—such as yelling, making belittling remarks, using threats, or spreading lies—is a destructive force at work. How should you intervene if you witness   the se kinds   of   behaviors? Here are some factors to consider before you take action.   First, remember that bystander interventions don’t need to happen immediately. In many situations, it may be wiser to approach   the   issue after a cooling- of f period. This works best if   the   situation feels unsafe or you aren’t sure how to respond in   the   moment. On   the   o the r hand, if   the re’s an immediate threat to   the   target, swift action may be needed.   The n assess your relationship with   the   perpetrator. If you have a close and trusting relationship with   the m, it may be possible to engage in a candid, private conversation to address   the ir behavior. On   the   o the r hand, if y...

  Learning that o the rs’ perception   of   you or your work doesn’t align with your own can feel destabilizing. But as difficult as it is to hear, learning how o the rs view you can provide an opportunity for self-improvement and pr of essional growth. Here are steps you can take to repair a negative perception   of   your work.   Reflect on   the   feedback.  First, acknowledge your immediate emotional reaction.   The n try to distance yourself and objectively assess   the   feedback as if it were about someone else.   The n ask yourself: If 2%   of   the   feedback were true, what actions would I take to change   the   perception? And how much effort am I willing to put in to do it?   Actively listen.  Reach out to various colleagues you trust. Express your desire to continually improve, and ask for additional honest feedback. Keep it simple with   the se four questions: What do I...

  No two experiences   of   burnout are exactly alike. To recover, you first need to understand what your burnout is trying to tell you. Here are three common messages your burnout might be trying to communicate—and what to do about   the m.   You’re expected to over-index on work.  Research has consistently shown that chronic overwork leads to a decrease in productivity, higher absenteeism and turnover, poorer health, and yes, burnout. If this is your experience, it’s time to invest in your rest and recovery, communicate and maintain your boundaries regarding when you are—and are not—available, and resist   the   temptation to check in after work hours.   You’ve outgrown your role.  While overwork is a well-known cause   of   burnout, feeling chronically underutilized can also be a culprit. If you’re persistently restless, bored, directionless, disengaged, or not challenged at work, it’s likely you’ve outgrown your current rol...

  In   the   age   of   AI, s of t skills like empathy and creativity are more important than ever. But   the y can be a challenge to develop when you work from home. How can you build s of t skills when you’re interacting with your colleagues over Slack and Zoom all   day ?   First, establish shared values and norms in one-on-one conversations. Start small by asking your colleagues about   the ir work preferences, like when and how   the y like to communicate.   The n go deeper, asking about   the ir underlying motivations and passions.   The n make colleagues feel seen and heard. Use idle time in meetings to show genuine curiosity in your colleagues and practice your listening skills. Don’t be afraid to deviate from   the   agenda from time to time to have conversations about life outside   of   work.   Next, because you’re not getting   the   same on- the -fly coaching that comes with ...

  Raising a potentially emotional topic to your manager can be hard, especially if you’re uncertain   of   how   the y might respond. Whe the r you’re experiencing difficulties with a colleague, health issues, or feeling burned out, here’s how to raise   the   issue with your boss in your next one-on-one.   First, consider whe the r your manager can actually help you, and what kind   of   support you might be asking for. If this issue isn’t something your boss can help you address, perhaps   the y’re not   the   right person to discuss it with.   Once you’ve decided to share your issue with your boss, write down and practice your talking points. Consider   the ir possible responses and plan for   the m. You might also let   the m know in advance that you want to bring up something sensitive in your next check-in.   Next, initiate   the   conversation with grace. Positive body language like smi...

  It’s no surprise that trust is at   the   core   of   high-performing teams. But conversations about cultivating trust at work   of ten focus on   the relationship between managers and employees. As important—if not more so—is establishing trust between teammates. Here’s how to promote trust on your team. Don’t leave collaboration to chance.   At   the   beginning   of every project, first discuss how   the   team will work toge the r, paving   the   way for fewer misunderstandings and smoo the r collaboration down   the   road. Colleagues should take turns sharing   the   tasks at which   the y excel,   the ir communication preferences, and unsuccessful collaborations   the y’ve experienced in   the   past. Build a culture that keeps everyone in   the   loop. Encourage everyone to proactively and inclusively share relevant information. Greater transparency...

  When your boss leaves for a new company, it can be tempting to follow   the m, especially if you’ve developed a strong working relationship and built up years   of   trust. But is following in   the ir footsteps always a good idea? Ask yourself   the se questions before making   the   decision. Why is my boss choosing to leave?   Ask your boss to have an   of fline, one-on-one conversation.   The y’re likely to be more candid in private, especially if you have a good relationship. Try to understand what   the y think   the   new opportunity   of fers that   the ir current one lacks. Having this information can help you make more informed decisions about your own path. How critical has my boss been to my success?   Evaluate your o the r connections at work. Look at potential avenues for growth and advancement. If you have mentors and sponsors o the r than your boss, and if you see possible ways to adva...

  As a manager, leading across a siloed organization is just as important as leading   the   individuals on your team. But what does cross-functional leadership really entail? It comes down to seeing   the   big picture and investing in   the   right relationships. To become a better cross-functional leader, try   the se strategies.   First, take stock   of   how well you currently manage cross-functional relationships. Identify your top five to eight stakeholders,   the n determine   the ir strategic importance to you and how frequently you interact with   the m. Are you putting enough time and intention into   the   cross-enterprise relationships that matter most?    Next, assess how much time you spend leading across teams versus leading your own team. If you find that you’re spending too much time leading vertically, invest in making connections with   the   highest-value leaders on o...

  Organizations that take employee well-being seriously realize early on that getting ahead   of   conditions like menopause reduces an incredible burden on   the ir workforce and can improve   the   bottom line. Nearly two out   of   every five people experiencing menopause reported symptoms that interfered with   the ir work performance or productivity each week. As a manager, how can you better support those employees? Here’s where to start. Ask questions—and listen.   You might consider conducting a survey to gauge whe the r people on your team are experiencing menopause symptoms that interfere with   the ir work—and if so, what kind   of   support   the y need. You could also start a women’s health ERG, where employees going through menopause can openly share   the ir menopause journeys, provide mutual support, and make recommendations for leadership. Build benefits.   Some helpful benefits could includ...

  If you can’t resist   the   pull   of   thinking about work after hours, you’re not alone. But new research shows that this tendency may not be beneficial, particularly if you’re new to a leadership role. In fact, constant rumination will lead you to feel more depleted, which your employees can pick up on. Here are some ways to create a healthy separation from work after hours.   Find ways to switch gears.   Whe the r it’s mastering a new hobby, exercising, spending time with loved ones, or simply reading a book to relax, try investing in an activity you enjoy after hours to turn your attention away from   the   stress   of   work.   Establish boundaries between pr of essional and personal time.   Clearly delineate to your team your hours   of   availability—and try your best to stick to   the m every   day . Creating guidelines for yourself about when work-related interruptions are allowed during non...