#Leadership : Got a #ProblemEmployee ? Being a Fix-It Boss Doesn’t Help Things… #Leaders Fixated on Assisting #WeakPerformers May Hurt Everyone—Themselves Included.

Most bosses know they can succeed by making their lieutenants look good. But some well-meaning executives work too hard to fix weak staffers, putting themselves in a messy career fix.

Overly focused on assisting underperformers—even taking over subordinates’ toughest tasks at times—these fixers tend to lose demoralized stars. Rescuers also risk being viewed as poor judges of talent if their remedial attempts fail.

Leaders fixated on fixing others “feed off being a hero,’’ said Liz Wiseman, author of “Multipliers,’’ a book about why some leaders drain capability from their teams while others amplify it.

Nearly a third of bosses frequently jump in to rescue people or projects, concludes a global survey of 35,000 managers completed in July by the Wiseman Group, a leadership research-and-development firm that she runs.

The fixer-boss phenomenon likely has grown with the wider use of smartphones because real-time updates about workplace problems offer irresistible bait, Ms. Wiseman said.

Self-proclaimed fixer Kimberly Harris said she likes to roll up her sleeves and help associates solve problems. She runs America Needs You, a New York nonprofit that helps first-generation college students with mentorship and career development.

 An executive Ms. Harris picked a few years ago performed well at first after she took charge of a new initiative for the nonprofit.

Within months, however, the new hire began missing deadlines, making mistakes and failing to pursue potential donors. “I oftentimes would do (her) work myself,’’ Ms. Harris remembers. “I would stretch out my workday.’’

The nonprofit leader said she hesitated to replace the executive because she feared being blamed for a faulty hire. The woman lasted a year.

“I should have let her go sooner,’’ Ms. Harris admitted. She said she apologized to her top team afterward because her delayed decision had hurt morale.

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What Skill Sets do You have to be ‘Sharpened’ ?

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Bosses worried about widened skill shortages often try to fix rather than quickly fire flawed employees. “I have tried too long to fix a weak performer because I overestimated the impact their departure would have on the company,’’ said Linda Galipeau, CEO of Randstad North America, a unit of Randstad Holding NV, a Dutch recruitment giant.

“I have seen senior leaders lose their jobs” as a result of trying to fix weak performers for too long, Ms. Galipeau said.

Corporate chiefs who move too slowly to address performance problems can make life difficult for themselves amid board pressure for faster results, said Mike Magsig, who leads the board and CEO practice for recruiter DHR International.

In late 2012, Mr. Magsig recalled, the head of a financial-services company chose a marketing maven to command a costly, new business initiative. The new executive’s management team soon complained to directors that she was ignoring finance, operations and equally critical areas.

YOUR EXECUTIVE CAREER

“She decided to play it safe and stuck with what she knew,’’ said Mr. Magsig, who was then advising the company’s board.

The chief executive sought to rescue his recruit. He brought in a coach, tapped a retired company executive as her informal mentor and gave her feedback after attending some of her staff meetings. He also repeatedly told fellow board members that he needed more time to fix things.

But after 18 months, directors ran out of patience, according to Mr. Magsig. They ousted the CEO—and within two weeks, fired his weak marketing executive as well.

At Locals 8 Hospitality Group, which owns 12 restaurants in four states, Chief Executive and founder Al Gamble learned valuable lessons from his attempted rescue of a chief operations officer. He recruited a restaurant-industry veteran in late 2013, hoping he could someday promote the systems expert to president of the Hartford, Conn., concern.

But the newcomer had a hierarchical management style, favoring email over personal encounters, Mr. Gamble said. “He struggled to gain loyalty from all levels.”

Colleagues openly complained about the chief operations officer’s rigid approach. Two vice presidents who disliked the potential president quit to start their own business. “We never believed in him,’’ Mr. Gamble said the pair subsequently told him.

Cristina Filippo, a leadership coach whom Locals 8 had retained during this period, said she urged Mr. Gamble to fire someone “the first time you get that instinct.”

The Locals 8 leader said he refused to do so with his would-be president because “I thought I could move him into the right seat.” He took several corrective steps, such as frank chats about how his recruit could succeed at the entrepreneurial firm by letting his team make decisions without him, for instance. Mr. Gamble also selected a deputy whom the operations chief had worked with elsewhere.

Nevertheless, the CEO dismissed the senior executive in fall 2015—about six months after Dr. Filippo had made her suggestion.

“He was ultimately not a cultural fit’’ for a business that values informal interactions between management and employees, Mr. Gamble observes. Fixer bosses “can have a stubborn or unrealistic belief that everyone is redeemable.”

Write to Joann S. Lublin at joann.lublin@wsj.com

Appeared in the November 2, 2017, print edition as ‘Being Fix-It Boss to Staff Doesn’t Work.’

WSJ.com | Joann S. Lublin

#Leadership : 12 Ways to Automate #YourBusiness & Boost Efficiency…With the Right Systems, You can Maximize #Efficiency & #Profits.

Too often, repetition, waste, and unnecessary bureaucracy slow down business. Members of The Oracles share their systems to streamline your business to run like a Swiss watch.

Patrick Byrne
Image credit: The Oracles

1. Implement AI and machine learning.

It’s now possible to convert your business metrics into data points and then turn those data points over to an artificial intelligence engine that optimizes many things like price and digital marketing spend. Getting familiar with artificial intelligence and machine learning is crucial.

Get your company on the Google Cloud or Microsoft Azure. Google Cloud has built-in tools for automation and you’ll automatically get the latest advancements as Google regularly updates it. Microsoft Azure is coming along right behind them and is priced competitively. With the right machine-learning tools, you can achieve maximum efficiency and turbocharge your business. Patrick Byrne, CEO of Overstock.com and tZERO

Grant Cardone
Image credit: The Oracles

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What Skill Sets do You have to be ‘Sharpened’ ?

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2. Create both a sales cycle and business cycle.

A sales cycle starts when a customer shows interest and ends when they buy. With a business cycle, you market and drive people toward your product or service. Most people don’t have the money to establish a business cycle when starting out. Big corporations live in the business cycle. They spend money creating traffic. To automate, you need a business cycle that gets constant eyeballs on your business. Grant Cardone, top sales expert who has built a $500-million real estate empire, and NYT-bestselling author; follow Grant onFacebook or YouTube

Tim Draper
Image credit: The Oracles

3. Look for repetition.

To find missed automation opportunities, I get my team together to discuss what we’re doing that is repetitive. Then, we look for an automated solution that can perform the task as well or better, while delivering exceptional service. We’ve had great success in taking menial tasks like sorting and responding to emails and automating them. This enhanced rather than harmed the customer experience. Tim Draper, VC, founder of Draper Associates and DFJ

Rob Kosberg
Image credit: The Oracles

4. Make it simple and repeatable.

Automation does not need to be complicated to be effective. A complicated system requires more maintenance and is vulnerable to breaking. Each day, people apply to our program and book a call with one of our author development coaches. Our author liaison matches the applications with appointments, so calls are distributed fairly, and appointments are booked quickly. Rob Kosberg#1 bestselling author and CEO of Best Seller Publishing, whose strategies have positioned U.S. Ambassadors, professional athletes, and CEOs as thought leaders

Tai Lopez
Image credit: The Oracles

5. Have a nuclear team, plus ninja contractors.

Sam Walton, the founder of Walmart, said, “The best management style is not to micromanage or be completely hands-off; it’s to look over the shoulder.”

No one does everything well so I hire a fleet of super-specialized “ninja contractors” for specific tasks like social media, email marketing, and copywriting. Meanwhile, my small team of full-time team manages everything else, with me looking over their shoulder.

Automation means building the most efficient team around you. By outsourcing specific tasks to contractors, you cut costs. And since you’re not their only income source, they don’t drag things out. Tai Lopez, investor and advisor to multiple multimillion-dollar businesses, who has built an eight-figure online empire; connect with Tai on SnapchatFacebookInstagram, or YouTube

Jared Goetz
Image credit: The Oracles

6. Only work 20 minutes a day.

I set my e-commerce business up so I only need to contribute 20 minutes per day to keep things running. At first, I ran everything, then gradually replaced myself. My obstacle was trusting other people to do my job. But when you invest time and money into others, they often become even better than you!

It’s essential to train new people and create standard operating procedures, so your team knows how to handle problems. For my first customer support agent, I copied all my email threads into a document. At that point, I’d answered every question a customer could have, so when an inquiry came in, she knew exactly how to respond. Jared Goetz, serial entrepreneur and e-commerce expert; co-founder of four multimillion-dollar companies in five years

Com Mirza
Image credit: The Oracles

7. Work on your business, not in it.

You can’t escape the launch work when starting a business. It demands attention, effort, and late nights. After launching, extract yourself from the daily operations to work on your business, not in it.

Ask yourself what your time is worth. Anything below your pay grade  that can be done cheaper, better, or faster — should be outsourced. Create a weekly reporting structure, and monitor it three times a week to hold your team accountable. This will free up more time to work on growth. Com Mirza, “The $500 Million Man” and CEO of Mirza Holdings; failed in eight companies back to back and today, runs a nine-figure empire with over 600 employees

LeNae Goolsby
Image credit: The Oracles

8. Empower, educate, and outsource.

Having a team that takes ownership of your business is paramount. Set clear policies and procedures, and encourage their input. Educate your team by providing supportive, ongoing mentorship coupled with knowledge assessments via the Socratic method (which focuses on asking questions instead of providing answers).

Then, outsource the necessities with trusted experts in areas like marketing, sales, billing, collections, bookkeeping, and incoming calls. This keeps the business running. LeNae Goolsby, cofounder of Infinite Health and founder of Empowered Medicine TV

Joshua Harris
Image credit: The Oracles

9. Streamline task management and communication.

We use Slack and Trello to centralize communications and tasks so nothing slips through the cracks.

With that in place, create defined roles so a virtual assistant can route tasks to the appropriate team member. Tools like ScheduleOnce can automate appointments.

When making systems for employees, I use a two-step process: film yourself doing a task with a tool like Loom, then break that video down into a checklist of steps. Joshua Harris, founder of Agency Growth Secrets; teaches entrepreneurs how to use machine learning and AI to produce unbeatable client results

Danny Morel
Image credit: The Oracles

10. Commit to a five-step plan.

One, learn everything yourself. Learn the ins and outs of the most critical positions so you can replace yourself. Two, don’t spend company money. Pay yourself a salary and only spend that. Three, know your weakness. Hiring a COO was the smartest investment I ever made. He took my weakness (documenting procedures) and made it a strength of our organization. Four, know the mental makeup that every position requires and hire for that. Five, let it go! There are people much better than you at a particular function in your business. Trust them to do their job. Danny Morel, author of “The Resilience Roadmap” and founder of M.PIRE university; connect with Danny on Facebook and Instagram

Ken Lebovic
Image credit: The Oracles

11. Be patient, with a human touch.

Unless your new business is an app, most businesses require personal attention and a “human touch” to start. A new business can’t be automated out of the box.

Be patient. Take the time to make sure your business is working smoothly, and keep bringing a personal, human touch as you grow. Over time, figure a way to automate just those areas of your business that won’t affect the customer getting excellent service.

You don’t want to lose a first-time customer in a new business by not having your process personally tailored to their experience. Ken Lebovic, president of North Shore Holdings; built a real estate empire acquiring thousands of properties in 20 years

Sharran Srivatsaa
Image credit: The Oracles

12. Commit to delivering consistent delight.

When I first met Issy Sharp, founder of Four Seasons Hotels, he told me something that stuck with me: “Systematize the predictable. Humanize the exceptional.”

I force one particular question regularly upon all the entrepreneurs that I mentor: “How can you create once and delight many times?” High-achiever personalities feel like they need to be intimately involved with every touchpoint with clients to delight. This is a fallacy and operationally frustrating.

Email automation is one of the simplest ways to automate “humanly.” I’ve used platforms like Emma and ConvertKit to deliver “sequences” of pre-written emails that don’t take away authenticity and consistently deliver delight. Sharran Srivatsaa, angel investor and president of brokerage (western region) at Douglas Elliman; grew Teles Properties10X in five years

Thanks to reader Nathaniel Amanor for this topic suggestion!

Want to share your insights like those above in a future column? If you’re an experienced entrepreneur, please get in touch here.

Want to suggest a future topic for these entrepreneurs to answer? Email suggestion@theoracles.com and it’s very possible we’ll make your suggestion the focus of a future article!

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#Leadership : Hiring Remote Workers Made My Entire #Team More Productive…One CEO Explains How Surprised he was to Find the #RemoteTeams he Hired Reshaping his Company’s In-Office #WorkCulture for the Better.

“Want to get lunch?”  This is a phrase you’ll rarely hear at our office. It’s not that we don’t eat or spend time together, but it’s physically impossible for our entire team to be in the same place at the same time. Sixty percent of our team works remotely, so for us, grabbing lunch is, “let’s meet on Google Hangout.”

It wasn’t always that way. Originally at Traitify, our entire workforce was based in one Baltimore office. We had a two-floor space and separated teams by department–developers downstairs, business and data upstairs.

Before long we noticed those two teams ended up forming separate cultures; the space literally caused a divide within our company. We tried intermingling the teams, but new floor members took on the same behaviors as those we moved. To cut down this friction we decided to look for a larger space on a single floor. The company was growing–and we didn’t want culture issues to bite us later on.

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What Skill Sets do You have to be ‘Sharpened’ ?

Continue of article:


Related:  My 400-Person Company Has A Great Work Culture, And We All Work Remotely 


Around this time we were also expanding our development team, and kept finding great talent outside our physical geography. We didn’t want to lose excellent talent based on location, so eventually we decided to give remote workers a shot. It was a risk considering the culture issues we were already dealing with onsite, but it paid off–and then some. Here’s how.

REMOTE WORKERS IMPROVED OUR ONSITE CULTURE AND PRODUCTIVITY

We started slow at first, by hiring our first CTO into a remote role. This led to the hiring of another remote developer, and another. Many of our hires came through referrals, so they had ties to the company already. And to our surprise, integrating them was incredibly easy.

In fact, we realized after a few months that hiring remote workers helped lessen our office divide. The remote workers we hired displayed high levels of self-motivation and responsibility, and were generally less antagonistic and better team players. Over time, those traits ended up rubbing off on other team members. (Of course, it doesn’t hurt when you can measure an applicants’ personality before hiring them; we build a product that lets us do exactly that.)

Productivity is a top concern for companies considering remote workers. But we found that they actually made us more productive overall. For starters, we’re forced to use Slack to its maximum potential to make that sure our team members, whether they’re in the office or around the country, feel like they’re sitting next to each other all day.

While Slack can be a distraction, it can lead to fewer interruptions if your whole team uses it properly (i.e. not for every single thing). For instance, we have a policy that if an update requires more than a quick Slack message or email, we get on a video call. Facetime makes it feel similar to being in the same room as your colleagues, but it forces the requestor to think about priority level (Is it urgent? Can it wait until my colleague says she’s free?) and ultimately boosts efficiency.


Related: Why So Many Workers Prefer Their Remote Colleagues To The Ones In Their Office 


There are challenges, too. If you’re not sitting across from someone, you can miss nonverbal communication like body language, facial expressions, eye contact, and posture, all of which build camaraderie and trust. But we’ve worked to mitigate that risk by planning team off-sites, work-away trips, and occasional company-wide gatherings, which we hope to make more frequent over time.

THE BENEFITS OF A HYBRID MODEL

For Traitify, the remote workforce concept has been a swinging pendulum. We’ve learned that while some roles, like developers, can work well remotely, there are certain teams–like sales and customer success–that benefit tremendously from being physically together. Still, we’ve chosen to embrace this arrangement that we’d initially just stumbled across.

Having a physical “hub” creates and reinforces the core element of Traitify’s company culture–a place where customers and investors can see “who” your company is and experience the energy firsthand. However, in order to attract the best talent, we also recognized the need to be open to hiring candidates outside our immediate geography.


Related: The Emotionally Intelligent Manager’s Guide To Leading Remote Teams 


Some founders insist on an all-or-nothing approach, but we don’t believe that’s the only way to make remote work successful. Instead, we’ve set explicit guidelines to reinforce the benefits of both remote and onsite work so our in-office and far-flung teams can work well in tandem with minimal impediments.

All our staff in our physical headquarters now work on the same floor. And when we hire remote workers, we screen their personalities to make sure they’re self-motivated and responsible, then we train them to use collaborative tools in a way that optimizes their productivity.

I believe companies need to embrace remote workers, but they don’t necessarily have to resort to an exclusively remote workforce. It’s a great model to source talent, but the benefits of a physical hub are hard to overstate, especially when it comes to building a work culture. If our experience is any indicator, you really can–and maybe should–have it both ways.


Dan Sines is co-founder & CEO of Traitify, the company behind image-based personality assessments for employers and personal career growth.

FastCompany.com | January 14, 2018 

Your #Career : Bigger Companies Once Meant Much Bigger #Pay , No More…For Decades, even Lower-Paid Workers could Boost their #Pay by Moving to a Bigger Employer. No Longer.

The significant pay premium that Americans used to receive for working at large companies has shrunk rapidly in recent decades, especially for lower-wage workers, a new study finds.

For the last century, economists have noted that similar workers tend to earn significantly more at large firms than at small ones—a premium that worked out to nearly 50% higher pay in the early 1980s for an employee who went from a company employing fewer than 100 people to one employing 10,000 or more.

But more recently, that premium has shrunk to just 20%, Stanford University economist Nicholas Bloom and his co-authors found in an analysis of federal income data from the late 1970s through 2013. The study was presented Saturday at the annual meeting of the American Economic Association in Philadelphia.

“This large-firm pay premium that’s been around for over 100 years, in the last 30 or 40 years, it seems to have collapsed in the U.S.,” Prof. Bloom said.

It has essentially disappeared for lower-paid workers and those without college degrees, he said. The bottom 50% of workers by pay received almost no premium for working at large companies in 2013, while the premium remained steady for college graduates.

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Prof. Bloom has specialized in analyzing income data for individuals, anonymously, across time and as they change jobs, using a variety of federal population and employment data.

“Almost all of the drop is that large firms are paying the same types of people less,” Prof. Bloom said. “It’s not that they’re hiring worse employees, they just seem to be paying less of a bonus.” 

The trend meshes with others, including the rising dominance of large firms and a rapid increase in pay among the top earners at large companies. At smaller firms, by contrast, pay for employees has tended to rise and fall together, Prof. Bloom’s research has found.

The premium is likely declining for a combination of reasons, Prof. Bloom said. Lower-paid jobs are increasingly outsourced at large companies, which makes it easier to push wages down for those still directly employed. In addition, low union membership—already pronounced in the private sector in the 1980s—likely has contributed modestly, he said.

Finally, activist shareholders and other factors have put pressure on managers to reduce operational costs, Prof. Bloom noted. “You could almost see it as an unpleasant side effect of capitalism, that it’s led to a shift of compensation from low-paid to high-paid,” Prof. Bloom said. “It’s what tends to maximize stock prices.”

Other research has chronicled how large companies in a variety of industries have shifted whole functions through outsourcing, contracting, franchising and other means, said David Weil, dean of the Heller School for Social Policy and Management at Brandeis University and a former Obama administration labor official.

“What Nick’s paper does is ramp that up into more economywide effects,” Prof. Weil said. “It’s been underrecognized.”

Write to Theo Francis at theo.francis@wsj.com

 

WSJ.com | January 10, 2018

Three Ways To Highlight Your Career Successes On Your Resume.

It’s amazing how often someone I’m working with will begin lamenting their lack of career success. And almost every time, during the course of our chatting and doing a “deep dive” into this person’s work history, I’ll come away dumbfounded at how wrong they are.

It’s not that you don’t have enough successes; it’s that you’re taking most of them for granted! Correcting this is essential if your resume is going to stand out. Here are three ways to get there:

1. FROM THE OUTSIDE IN

Let’s say you have a shortlist going of roles you’d be perfect for. Take a close look at the major things they’re asking for and ask yourself: What projects have I worked on that touch on this? Let’s take the following job posting excerpt for a Director of Change Management position:

Liaised with Organizational Effectiveness Leader on global HR change strategies and initiatives.

You can use this for fodder for a great accomplishment such as:

Played integral role in the development and launch of “ONECompany” initiative transforming a regional, U.S.-based HR function into a global one. Defined HR change strategies in close partnership with Organizational Effectiveness Leader, and worked heavily with counterparts in Asia and UK to achieve critical roll-out milestones.


Related: Here’s How To Write The Best Resume For Your Industry


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What Skill Sets do You have to be ‘Sharpened’ ?

Continue of article:

2. FROM THE INSIDE OUT

What drives you? Is it the challenge and exhilaration of turning a cutting-edge technology into a launched product? Is it solving internal conflicts and getting teams playing on the same page? Is it leveraging analytics to improve the user experience? Jot down three to five of your key driving motivators. Now use them as fodder for resume accomplishments.

Here’s an example of a resume accomplishment inspired by a driving motivator:

Revitalized vendor and partner relationships through deploying a value-driven sales and marketing strategy emphasizing long-term relationships versus “quick wins.”


Related:Try These Resume Template For Every Stage Of Your Career


3. PROGRESSIVE GRANULARITY

Be on the lookout for opportunities to either elaborate upon, or else split up, major successes into a series of accomplishments. I call this “progressive granularity” because you’re finding new material through getting more detailed about the work.

Here are three “before” examples:

  • I turned the underperforming New Mexico region into one of the biggest U.S. sales growth drivers for the company.
  • I generated over $26 million in annual, recurring revenue through closing deals with major healthcare and security companies.
  • I cut the formerly eight-day month-end closing process for product allocations down to two.

And now here are three “after” examples that demonstrate progressive granularity in action:

Transformed New Mexico region into a top-three U.S. sales growth driver through:

  • Building three high-performance sales teams from the ground up and introducing customized strategies across Home Health, Hospice and TeleHealth product lines.
  • Reinventing the product demonstration process for greater impact and a shorter sales cycle.
  • Identifying and differentiating high-value (or Tier 1) business opportunities from lower-value (Tier 2 and lower) opportunities, and efficiently allocating company resources accordingly.
  • Secured over $26 million in annual, recurring revenue through closing deals with Company X, Company Y, and Company Z, with the latter a multi-year exclusive.
  • Leveraged deep understanding of the Healthcare and Security sectors to achieve buy-in at the highest levels.
  • Cut eight-day month-end close process for product allocations down to two through building a comprehensive suite of standardized processes and tools, garnering buy-in from department heads, and training staff in adoption.

FastCompany.com | January 12, 2018 | BY ANISH MAJUMDAR—GLASSDOOR 2 MINUTE READ

#Leadership : How To Lead A Productive #PerformanceReview …How Can you Make the Performance Review something of Value for You & your Employee?

Employees dread the performance review. They look to this yearly evaluation with angst, annoyance and anger. It’s a measure of their whole year bottled into a one- to two-hour meeting that will determine their promotion, raise, etc. They often don’t even leave with feedback on how to grow; it’s mostly a waste of time.

Leaders don’t like the performance review much, either. The process typically takes them at least five times longer than it takes their employees — and they often see a less engaged employee on the other end.

It’s a hard process. It’s time-consuming, vague and not focused. Still, the performance review process shouldn’t be scrapped. It can be done better — it can serve as a tool to align leader and employee, connect your team and organizational goals and be a catalyst for employee growth.

How can you make the performance review something of value for you and your employee?

Let’s start with the intention of the performance review process. The purpose of the performance review is to assess your employee’s work over the past year (or quarter, etc.), agree on actions for improvement, and align on next year’s (or quarter’s) goals as they relate to the company’s core objectives.

I’ve broken the process down into a few simple steps to remove the vagueness, provide concrete actions to take and set you up with a framework to hold more productive performance reviews for your team.

Step 1. Assess successes and opportunities. You can’t just walk into a performance review meeting and wing it. It does take preparation. It should not, however, take more than 60-90 minutes to prepare for each employee.

In reviewing their performance, look at each of your employee’s goals in the following ways.

• Analyze the outcome. Did she reach her goal, yes or no? What are her tangible metrics? 

• Identify actions you want her to repeat. What did she do well that helped her towards this goal? What was the impact of her actions? Make sure to provide specific examples.

• Identify actions you see as opportunities. What could she have done better? What was the impact? What is the potential impact of adapting? Share specific examples.

Write down notes and examples. It’s okay to use them during the conversation, it shows your employee you care about their growth and have dedicated time to giving thoughtful feedback. Ask your employee to do the same. Have her come to the meeting prepared to share her results. Following this structure will set each meeting up for success.

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What Skill Sets do You have to be ‘Sharpened’ ?

Continue of article:

Step 2. Hold the conversation. This is your employee’s meeting. Sit back, listen and ask questions for clarity. Then give your feedback.

For an ideal review, follow the four As: ask, add, agree, align.

• Ask and listen. How did you see your performance over the last year? What were some of your significant accomplishments? What didn’t quite go as planned? What happened, and what did you learn?

• Add your feedback. This is the time to share your feedback. What actions did she do well? What are some opportunities for growth? Share specific examples for each.

• Agree with the assessment. Do you agree with her assessment? What do you have to add to it? Does she agree with your assessment? What does she have to add?

• Align with new goals. Now that you’ve agreed on the assessment of her performance, it’s time to look forward. It’s a chance to set new goals based on company objectives and her desired areas of growth. 

Where should she focus her energies to achieve business objectives for the next year (or quarter)? Where does she want to grow and develop herself? You should leave with three to five S.M.A.R.T goals for the upcoming year (or quarter).

You’ll know if you’ve been successful if your employee does most of the talking. It’s her meeting, about her work, and her success is your success.

Step 3. Follow up and follow through. This is where most bosses miss the mark. We spend all of this time preparing for the meeting, the meeting happens, and we never bring it up again. In turn, nothing changes.

There are a few simple elements that will help make it easy for you to follow up with your employee and follow through on the actions you agreed to in the meeting.

• Follow up on review outcomes. Send a recap email summarizing the results of the conversation and the three to five goals set. Ask your employee to review and confirm. This is a great way to make sure what you heard in the meeting is the same as what she heard.

• Track follow-through on action towards goals. Once a month, review progress on these goals with your employee. What’s working? What’s holding her back? How can you support her? Asking her about these goals highlights their importance and your dedication to her growth and allows room for adaptation and adjustments in real time.

Stop looking at reviews as a burden and time suck. They’re an opportunity to align and lead your team more powerfully.

When done well, the performance review process will engage your employee, create more clarity and make your role as a leader easier in the long run.

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes.com | January 12, 2018

Your #Career : This Is How To Conquer Even The Most Hardcore #Networking Anxiety…Having #SocialAnxiety isn’t the Same as just Being a Natural #Introvert, which Means there are Steps you can Take to Mitigate It.

As an anxious person, there are few things I dread more than large, unstructured networking events. Hell is nothing if not balancing a plate of hors d’oeuvres while desperately scanning the room for a kindly looking duo or trio who might welcome me into their conversation.

Despite fearing these situations, I know they’re an important part of growing a career. Yet when I force myself to network, I often find myself spiraling through escalating negativity that usually goes something like this:

Oh, there’s that woman I met before. I should go say hi to her. Wait, what if she doesn’t remember me? She probably doesn’t want to talk to me anyway. Oh God, I’m just standing here now. Everyone can see how awkward I am! GO TALK TO SOMEONE! TALK TO ANYONE, YOU CRAZY WEIRDO!

Then I sweat through another 15 minutes of psychological distress before treating myself to a nice break of hiding in the bathroom.

The truth is, almost everybody experiences some level of anxiety in different social situations, and you can absolutely be anxious and still make positive connections at networking events. It just might take a bit more focus and patience than it does for the naturally extroverted schmoozers and hand-shakers out there.


Related: How I Learned To Stop Hating Networking Events (Mostly)


GET TO KNOW YOUR ANXIETY

While many introverts are also socially anxious, having social anxiety isn’t the same as just being being introverted or shy–it’s not a personality thing. “It’s a specific fear about being negatively evaluated by other people,” psychotherapist Noah Clyman, director of NYC Cognitive Therapy, explains.

This fear is usually linked to negative beliefs that the sufferer has about himself or herself, like, “I’m a failure,” or “I’m incompetent,” or “I’m stupid.” It’s totally human to think self-deprecating thoughts occasionally, but for folks with social anxiety, these aren’t rare instances of self-criticism but deeply ingrained thought patterns. As a result, social interactions foment the concern that others will see them in the same negative way they perceive themselves–often leading social anxiety sufferers to avoid those encounters or approach them with fear and trembling.

Ironically, since a key trait of social anxiety is being hyper-conscious about others’ experiences, anxious folks tend to have little to worry about in reality. Clyman says that people with social anxiety typically “have pretty good skills socially, and they just get in their own way because they’re thinking too much.”

Still, I know firsthand that it’s pretty much useless to tell someone with anxiety not to worry. (Do birds not fly? Do fish not swim?) Thankfully, there are several evidence-based techniques for reducing the power of self-critical thoughts. I explored many of them in a recent episode of Group, the podcast I host about mental health and mental illness, but here are a handful to get you started.


Related: How I Realized My Social Anxiety Was A Hidden Career Asset


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FACE YOUR FEARS BIT BY BIT (IN A CONTROLLED SETTING)

Claire Eastham, author of We’re All Mad Here: The No-Nonsense Guide to Living with Social Anxiety, credits so-called “exposure therapy” as one of the treatment forms that “really, really works” for her. It’s exactly what it sounds like. “You kind of expose yourself to something that makes you uncomfortable a little bit at a time, which is difficult, because it’s the last thing that you want to do,” Eastham explains. “It seems absurd to put yourself in a situation that makes you feel afraid, but it kind of gave me back that ground, that control, that territory.”

In his practice, Clyman’s method of exposure therapy often involves filming a patient (with their consent) doing whatever it is that makes them anxious. For someone with my neuroses, he might record us simulating small talk together at a pretend networking event. Before watching the video, Clyman will ask his patients to rate how they believe they presented themselves.

Then, he says, “we’ll watch it back, and what people see is that they come across much better than they think they actually do.” Acknowledging this contrast between a self-critical perception and the much milder reality makes it easier for anxious folks to challenge their negative thinking–including in interactions outsideof the safety of their therapists’ offices.

Eastham admits she often obsesses over the idea that she’s “ruined her life” after certain social encounters. “When in reality,” she says, “when you have a look at what you did, and how you behaved to an outsider, I mean, those people, they won’t remember it!”


Related: This Silicon Valley Therapist’s Tips For Coping With Startup Stress


CATCH YOURSELF COMMITTING A “THOUGHT ERROR”

When that negative inner monologue starts rolling, self-critical thoughts and ideas pop into your head. Therapists call these “automatic thoughts” and tend to pair exposure therapy with “cognitive behavioral therapy,” a series of habits for identifying and challenging those automatic thoughts with more balanced appraisals.

“Often these thoughts are really exaggerated in a negative direction,” Clyman says, “so that the person is making some kind of error or errors in their thinking.” One common “thought error” that socially anxious folks fall tend to make is “catastrophizing,” or imagining the worst-case scenario when other scenarios are actually more likely. A therapist like Clyman might work with a patient to think through many possible scenarios, maybe even writing them out.

One automatic thought I often have at networking events is a version of “everyone thinks I’m awkward.” If I catch myself thinking that, then use it as a cue to step back and mentally examine other possible scenarios, I’m usually forced to admit that it’s unlikely everyone is thinking about how weird I am. Chances are they’re just as fixated on their own experiences, and probably aren’t observing me critically at all.

PRACTICE MINDFULNESS

When I’m feeling anxious during a networking event, I’m hyper-conscious of how I’m standing, the way I’m speaking, and the general way I’m presenting myself. The problem, says Clyman, is that “when people are focused on themselves, they don’t have the opportunity to observe whether others are actually looking at them in a judgmental way.” Mindfulness exercises can break this self-focus just enough to gain a more objective sense of the situation.

Personally, I’ve found that meditation apps like Headspace useful for training myself how to get out of my own head and be more present. When I practice mindfulness regularly in situations that feel “safe” (when I’m spending time alone, or with close friends), I’m better able to remain calm and present in nervier environments, too–like when I speak with industry professionals at networking events.

NOW ABOUT THOSE SWEATY PALMS . . .

Social anxiety can also bring physical symptoms: a pounding heart, blushing, shaking, breathlessness. Eastham, for example, has a hand tremor that becomes evident when her anxiety is especially intense. Eastham has found that beta blockers, which are typically used to treat high blood pressure and migraines “help take the edge off” if those physical symptoms become unbearable. They can only be prescribed by a doctor and won’t treat the psychological experience of anxiety, but it maybe worth asking your healthcare provider if it’s an option you should consider.

The technique of “scripting” can also help you get through a networking event: “Spend some time planning how you would like it to go,” says Clyman. “Write down: What are three things that I could say about myself, or what are three things I could ask the person about themselves?” However, he cautions, once you finish that activity, make sure to move on. It’s easy to obsess or ruminate over how you want a situation to go, and spending hours mapping a hypothetical conversation isn’t going to be beneficial for your mental health–or your career.


Rebecca Lee Douglas is a multimedia producer and the host of Group, a lighthearted podcast about mental health and mental illness. You can follow her on Twitter at @RebeccaLDouglas and subscribe to Group on Apple PodcastsStitcher, or wherever you download your podcasts.

FastCompany.com | January 11, 2018 | BY REBECCA LEE DOUGLAS

 

#Leadership : How To #Communicate With People Who Disagree With You…Research Suggests Oral(Ouch!), Not Written, Communication Works Best.

We’ve all been there: those times you need to argue your point of view to someone who you know disagrees with you. You immediately go to your keyboard and start to type out that 280-character tweet, the Facebook reply, or a paragraphs-long email. Surely the reason, logic, and sheer power of your written words will convince whoever it is who disagrees with you to see your point of view? But new research suggests these written arguments may not be the best approach.

That research was conducted by Juliana Schroeder, assistant professor of management of organizations at the Haas School of Business, University of California, Berkeley, and her colleagues. In Schroeder’s study of almost 300 people, participants were asked to watch, listen, and read arguments about subjects they agreed or disagreed with, including abortion, music, and war. They were asked to judge the character of the communicator and the quality or veracity of the argument. Schroeder’s team found that the participants who watched or listened to the communicator were less dismissive of their claims than when they read that communicator’s same argument.

Schroeder’s findings have obvious implications for all forums for communication, especially those in the workplace. The idea for her study came from a newspaper article about a politician, she told the Washington Post:

One of us read a speech excerpt that was printed in a newspaper from a politician with whom he strongly disagreed. The next week, he heard the exact same speech clip playing on a radio station. He was shocked by how different his reaction was toward the politician when he read the excerpt compared to when he heard it. When he read the statement, the politician seemed idiotic, but when he heard it spoken, the politician actually sounded reasonable.

Schroeder’s research also found the participants who listened to or watched the communicators talk were also less likely to dehumanize them–a phenomenon where we subconsciously belittle or demonize the cognitive capabilities and moral attributes of people who hold views other than our own. So whether it’s convincing a stranger that #MeToo matters, discussing  politics with a friend, or explaining to other board members why your vision of the company is the right one, here are three tips to communicate effectively to give your argument the chance of being truly understood.

1. WORK BACKWARDS FROM ANOTHER PERSON’S KNOWN BELIEF

We live in a world of digital, primarily text-based, communication. While that is great for convenience (you can read a message when you want to), Schroeder’s work suggests that’s horrible for times when you need to convince people who disagree with you, as people are more prone to dehumanize you when you communicate in writing.

“The intuitive tendency to dehumanize opponents stems, in part, from the fact that we’re unable to directly experience another person’s mind compared to our own,” Schroeder told me. “Instead, we have to work backwards from another person’s known belief (say, ‘Gun control is bad’) to his or her unknown thinking or reasoning. A seemingly nonsensical belief, the inference process goes, comes from a nonsensical mind.”

Of course, sometimes we have no option but to communicate via text. If this is the case, it’s imperative to be extra attentive to your choice of words and phrases. Using non-emotive, fact-based, to-the-point arguments are the best way to combat the reader’s natural penchant to dehumanize you.

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2. OPT FOR IN-PERSON COMMUNICATION IF POSSIBLE

Ideally, you’ll want to always choose to convey your argument in person if you can. “Hearing a message from a political [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][or other] opponent can humanize the opponent, compared to reading the same message,” said Schroeder via email. “One reason for this seems to be that variance in communicators’ natural paralinguistic cues in their voices (e.g., tone) can convey their thoughtfulness.”

While this may be impossible to do with the anonymous masses on Twitter or impractical with all of your Facebook friends, in the workplace, speaking to someone in person often involves nothing more than walking a few doors down to their office. And that’s exactly what you should do if you need to convince that boss or colleague of why your blueprint for the company or project is the right one.

3.  VIDEO CONFERENCING IS BETTER THAN EMAIL

But even if you don’t work in the same building as your colleague, or live in the same state or country as one of your Facebook friends you’re arguing with about gun control, you’re not out of luck. It’s now easier than ever to communicate with people by voice or video call. So before sending an email or posting a message, open Skype or Facebook Messenger for an audio or video call so the recipient of your message can hear the variance and paralinguistic cues in your voice.

Only as a last resort should you try to communicate with someone who you disagree with over social media. Twitter’s limited text allowance and social media users’ short attention spans make arguing your point an uphill battle.

FastCompany.com | January 11, 2018 | BY MICHAEL GROTHAUS 4 MINUTE READ

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Your #Career : The Best Way to Answer “Why are You Leaving your Job?” Without Making your #Interviewer Worry… There are Many Reasons Why you Might have Left your Last Job, and Not All of Them are Rosy.

  • Answering the interview question “Why are you leaving your job?” can be difficult. 
  • You want to show your motivations, but also not worry the interviewer. 
  • Emphasize results, be polite, and don’t dwell on your current/previous employer. Focus on you.

There are many reasons why you might have left your last job, and not all of them are rosy. Perhaps you worked for a toxic boss, or you met obstacles on your way up the ladder. Or, maybe you were just plain bored with your work.

When an interviewer asks why you want to leave your current job, he or she wants to try to “understand your motives and gain insight as to how [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][you] handle work relationships,” says Duncan Mathison, author of “Unlock the Hidden Job Market: 6 Steps to a Successful Search When Times are Tough“. “In particular they are asking themselves, ‘Will they leave us in the lurch if they become dissatisfied?’ or, ‘Is there some dirt here?'” In short, asking “Why did you leave your last job?” is one way for the interviewer to ensure you’re a person of integrity.

How to answer interview questions like this

The best strategy for effectively answering this tough interview question is to prepare for it. Here’s how to be ready and how to recover when you’re not.

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Emphasize results

Do: Focus on results: Make a list of things you accomplished in your last position and focus on those, ending with something like, “‘Having successfully done that, I’m ready for another challenge,'” suggests Stephen Balzac, president of 7 Steps Ahead, a business consulting firm in Stow, Massachusetts. “Now what you’re saying to the interviewer is: ‘You can count on me to get results and stay here until I do.'”

Don’t: Answer in a way that doesn’t reassure the interviewer. “Answers such as, ‘I wasn’t being challenged’, ‘The work was no longer interesting’ or ‘The pay was too low’ all say the same thing to the interviewer: that you might leave at any time if things aren’t to your liking,” Balzac says.

Recover: If you give a bland answer, circle back to it quickly. And if you can’t, revisit why you left your last job just before you end the interview. This allows you to leave the interviewer with your previous accomplishments top of mind.

Be polite

Do: Remember that employers run the show and can act as they see fit, Mathison says. “Yet, at the same time, make it clear that the organization you seek has the qualities to perform at a higher level,” he says. An example: “We all know that sometimes promises exceed reality. Our CEO was comfortable, as many are, with pushing the limits. But I feel that lasting business partnerships and profitability are built on my ability to deliver on my promises, so I’m looking for that type of company.”

Don’t: Badmouth the boss or the company. “That implies you may be difficult to manage,” Mathison says.

Recover: Acknowledge you were hard on your previous employer and restate your answer like this: “That might be a little harsh. I know that my former company is trying to do its best under the circumstances. I’m looking for a company that’s a better fit for me.” This also shows that you’re self-aware and have decent manners.

One final tip for the interview

Don’t dwell too long on your previous employer—the interview is about you, after all. “Always bring the conversation back to your results and reliability,” Balzac notes.

Read the original article on Monster. Copyright 2018. Follow Monster on Twitter.

BusinessInsider.com | January 10, 2018 | Margot Carmichael Lester, Monster

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#BestofFSCBlog : These Methods Will Finally Help You Organize Your Job Search Better.

When you’re actively looking for a new job, you can’t afford to wing it on the organizational front. Whether you apply for five jobs or 100, you’ll soon find yourself buried in an extraordinary number of resumes, cover letters, job descriptions, and interview invitations. If you don’t keep them carefully organized, you may not identify the right opportunity–or worse, you’ll flounder when the right opportunity comes along.

If you want to stay on top of all of the applications, LinkedIn requests, and other digital paraphernalia that go along with your job search, it’s time to break up with your bad organization habits. Here are seven techniques that will help you overcome the most common job hunt organization issues so that you know the where, what, who, and how for your next interview:

1. IF YOU AREN’T GOOD AT ORGANIZING . . . FIGURE OUT WHY

Organizational skills aren’t one-size-fits-all. There are just as many ways to be disorganized as there are to be organized. Instead of haphazardly applying “organization tactics” to your job search, try to identify specific ways that you tend to be disorganized and troubleshoot those issues directly.

For example, do you tend to lose hard copies? Digital apps will be where it’s at for you. But if you forget anything that isn’t written with pen and paper, a paper calendar or sticky note wall will be a better solution. And if you aren’t sure how you like to stay organized, try something new. If you’re usually an Apple Calendar kind of person, start using a paper planner, or vice versa.


2. IF YOU HAVE A HARD TIME FOLLOWING UP . . . USE A SPREADSHEET

When your job search is in full swing, it’s way too easy to send an email and forget it. Not only can this cost you when you aren’t following up at appropriate intervals, but it can also make you feel like you’re constantly treading water without getting anywhere. Your job hunt becomes an overwhelming, never-ending headache instead of a systematic, purposeful journey.

Combat this by starting a detailed spreadsheet that tracks all the pertinent details of your job search, such as the company, job listing, and contact details. As you move through the job hunt process (and the interview process), highlight the steps you’ve “completed” so you can show yourself just how much work you’ve done along the way.

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3. IF YOU NEED REMINDERS . . . GO HIGH TECH

There’s nothing wrong with manual spreadsheets that lists all of the job search details you need to know if it’s working for you. But if it’s not working for you– if you frequently forget to update the spreadsheet, and you’re never quite sure about what your next step should be–you need to take your job search into the 21st century with a free online project management tool like Trello or Wrike.

Using a project management tool as a job seeker allows you to organize all of the job search details and automate when and to whom you should send a follow-up note. You can also adjust your settings to automatically receive reminders when it’s time to update the individual jobs or check in on the progress of the hiring manager.

4. IF YOU’RE A VISUAL PERSON . . . TRY STICKY NOTES

The sticky note wall is a tried-and-true organizational method that works for writing a book, setting goals, and yes, getting a new job. First, pick a large wall you can divide into three or four columns. At the top of each column, mark out a different stage of the job process or your job search to-do list (e.g., “Draft Resume,” “Apply,” “Interview”). Then, write each job on a sticky note and set it in its appropriate column. As you work through your job hunt and make progress, move the sticky note to the next step.

Not only can it be very motivating to see your progress in such a visual way, but it is easy to get a quick snapshot of where you are in the process by simply glancing at your sticky note wall. Pro tip: You can also use the “Sticky Notes App” on your phone or computer if a digital version of the sticky notes would save you the wall space.


Related: Job Searching? Skip The Job Boards And Take These Five Steps Instead


5. IF YOU FORGET THE DETAILS . . . KEEP THOROUGH NOTES

If you’re speaking to one or two prospective employers each week, it can be tough to remember who’s who and what you talked about. If you don’t take careful notes, you may unwittingly repeat yourself or send a thank-you note to the wrong person and reference the wrong conversation. Talk about awkward!

If that sounds like something that could happen to you, use a free tool like Microsoft OneNote or Evernote to keep track of the meetings you have. For extra memory help, pull the LinkedIn photo of the person you’re speaking with into the note sheet and capture notes like the person’s company, job title, and location. Not only can you look at a picture of a real person when you’re in the midst of a phone screen interview, but you can also easily go back and remember who you spoke with when you’re considering job offers or writing thank-you notes.

6. IF YOU’RE LOSING MOTIVATION . . . MAKE A LIST OF REASONS YOU’RE SEARCHING

If you find yourself putting off your job search or simply not looking forward to any part of the process, you’re letting the discomfort of a job hunt distract you from the reason you’re looking for a new job. Get back in the right headspace by bringing the focus back to what motivates you.

Make a list of the reasons you’re looking for a new job–toxic workplaceskipped over for a promotionlow salary, etc.–and keep it in a prominent place. Not only will this motivate you to stick to your plan and find a new job, but it will also prepare you for the interviews ahead by keeping your deeper purpose of your job search front and center.

7. IF YOU’RE FEELING BURNED OUT . . . SCHEDULE SOME DOWNTIME

Little tasks can pile up, especially if you’re managing a full-time job during your job search. Instead of spending a whole day on your job hunt once a month and getting frustrated with your lack of progress, set short but regular periods of time to check in and make consistent progress. A half-hour two or three times a week will ensure that you’re responding to hiring managers at appropriate intervals and staying on top of new opportunities as they come out.


Related:This Is What It’s Like To Search For A Job As A Black Woman


A job search is a job of its own: You’re practicing time management, patience, and even customer service as you balance your search with your current job. But you don’t have to let the complexity of all the resumes, cover letters, applications, and interviews throw you off. Just find an organizational method that works for you so that the energy you put into the job search pays off with a new job–not a new headache!

 

FastCompany.com | January 10, 2018 | BY SARAH GREESONBACH—GLASSDOOR 6 MINUTE READ