#Leadership : 31% Of Execs Say A Colleague Has Tried To Make Them Look Bad…So What’s the Best Way to Respond when a CoWorker Sabotages You?

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“Some Professionals are So Competitive that They’ll Do Just about Anything to Get Ahead,” says Diane Domeyer, executive director of The Creative Group, in a press release. “Being able to handle challenging or difficult coworkers—and maintaining healthy working relationships—is  crucial for career success, particularly in environments that require a great deal of collaboration.”

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If you Think you’re Having a Bad Day at Work, Consider This: Almost 1 in 3 (31%) of Executives say a Colleague has Tried to make them Look Bad on the Job, according to a survey by The Creative Group.  The good news is that this is an improvement from the 50% of execs who answered in the affirmative in 2008. The bad news, of course, is that this still happens with some frequency.

“Some professionals are so competitive that they’ll do just about anything to get ahead,” says Diane Domeyer, executive director of The Creative Group, in a press release. “Being able to handle challenging or difficult coworkers—and maintaining healthy working relationships—is  crucial for career success, particularly in environments that require a great deal of collaboration.”

So what’s the best way to respond when a coworker sabotages you? According to the survey, 41% feel it’s best to confront the person directly, and another 40% believe notifying the offender’s manager or human resources is the best route.

Here’s what the experts have to say:

Take a moment. Your first inclination might be to act right away, but your best bet is to give yourself some time to cool down. “Avoid reacting or responding in the heat of the moment,” Domeyer says. “Only when you are calm and collected should you ask to have a private conversation with your coworker. Emailing or instant messaging about a sensitive subject can easily lead to misinterpretation.”

Reflect on what happened. “What were your colleague’s intentions?” Domeyer asks. “Did you play a role in the problem? Before broaching the subject with anyone, try to identify the person’s motives and any steps you could have taken to avoid the situation.”

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Keep it clean. “Keep the discussion focused on how your colleague’s actions have made you feel rather than hurling accusations, and give him or her a chance to respond,” Domeyer says.

Listen closely. “Pay close attention to what your colleague has to say,” Domeyer says. “Even if you cannot see eye to eye, you’ll get a better sense of how your coworker thinks, which can help you predict future behavior.”

Stay positive. Keep your emotions in check. “Toxic people like to be around people who fuel the negativity,” says Stacia Pierce, a career expert and the CEO of Ultimate Lifestyle Enterprises based in Orlando. “When you keep a happy disposition, they will usually overlook you as someone to spew venom with.”

Document it. “It is so critical to document everything this person is doing,” says Jeanine Swatton, director of developer evangelism at Yodlee Interactive. “This detailed record keeping is extremely helpful if the behavior continues. You have more credibility.”

 Skip the payback. When you’ve been burned by a coworkers, it’s tempting to plot your revenge. “But the ability to handle difficult coworkers is vital for career success,” Domeyer says. “Try to behave in a professional, tactful manner while also keeping your guard up. If you get involved in a tit-for-tat game, you’ll likely damage your reputation and credibility.”

Recruit help if necessary. “Share the situation with a trusted colleague such as a direct manager or HR,” says Todd Horton, founder and CEO of employee recognition company KangoGift and long-time human resources veteran. “While it may feel odd to bring in other parties, the goal is to ensure that everyone has a productive environment.”

Don’t gossip. “Only address the issue with a manager or supervisor,” says Felicia Kinlock, a social worker and confidence coach for Millennial women. “Avoid talking about this person and his or her sabotaging ways with other colleagues. It spreads workplace gossip and makes you appear immature.”

— Follow Kate Ashford on Twitter.

Forbes.com | August 26, 2015 | Kate Ashford 

#Strategy : How To Deal With A Workplace Bully: Advice For Victims, Bosses, & Co-Workers…Bullies are Often Reluctant to Change their Behavior Because it Works for Them.

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While Most People Think of Bullies as Kids, Bullying Doesn’t End with High School. Childhood bullies often grow up to become office bullies. In fact, the Workplace Bullying Institute, estimates that up to one-third of employees may be victims of workplace bullying.

 

What Workplace Bullies Do

Workplace bullies behave similarly to teen bullies. In addition to intimidating their victims, they may spread rumors to tarnish a co-worker’s reputation, or fail to invite an employee to a key team meeting. They may also make fun of their co-workers or tell inappropriate jokes at a victim’s expense.

Bullying isn’t just detrimental to victims, it damages the entire work environment. Workplace bullies impact every level of business, from productivity and profitability to creativity and office morale.

 

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How to Deal with Workplace Bullies

To gain more insight into how to best deal with workplace bullies, I spoke with Sherri Gordon, About.com’s Bullying Expert and the author of 10 books,  including Are You Being Abused? Gordon offered her expertise for dealing with an office bully.

 Amy Morin: What should someone who has been bullied at work do?

Sherri Gordon: Being bullied has serious consequences, especially if it is long-term. So do what you can to protect your mental and physical health. One way to do that is recognize what you can control and what you cannot control. In other words, you cannot control what a bully says or does, but you can control your response.

It is also a good idea to set boundaries with a bully. Be direct about what you do not like about his behavior and let him know that if he continues you will report him. Try not to get emotional when you are talking to a bully because he will likely use this against you.

If the bullying continues and is not a one-time incident of mean behavior, report it to your supervisor. And if the bully is your supervisor, go to his supervisor.

Be sure that you have documentation of the incident, including dates, times and witnesses. Be sure your presentation is as professional as possible. Stick to the facts and ask for a resolution to the issue.

Morin: What should someone do if a co-worker is being bullied?

Gordon: If another employee is bullied, offer to be a friend. Invite your co-worker to have lunch or coffee and just listen. Encourage the employee to report the bullying as well. While you could report the bullying, it is better when victims advocate for themselves.

Avoid listening to gossip or rumors and stand up for the victim when you can. For instance, simply saying something like, “She has always been nice to me,” or “I have always thought she was very professional,” are simple ways to show support for the victim and to stop the bully from spreading rumors. You can also walk away and refuse to engage in trashing another employee’s reputation.

Morin: How should a leader or supervisor respond to bullying?

Gordon: Workplace bullies tend to target the co-workers who are the best and brightest employees because they want to drive out anyone they see as a threat to their own personal career advancement. Bullies attack the very people you want working for your company.

Foster a team atmosphere and encourage people to work together and support one another. Also, be sure to squash any attempts employees make to gossip, spread rumors or to talk poorly about other co-workers.

For instance, if an employee says “I probably shouldn’t tell you this, but…” stop him or her right there and say, “Yep, you probably shouldn’t tell me.”

If, despite your best efforts, you still have an employee that bullies another employee, address it right away. If you have a human resources department, be sure to bring it to their attention. Be sure to follow your company’s guidelines for addressing workplace bullying and harassment.

If your company is small and does not have an HR department, talk with the employee about his or her actions. Document the incident in the employee’s file. Include details about the incident, information about your meeting, as well as dates, times and witnesses so that you have this information should the employee bully the same person again or a different person. At the close of the meeting, be sure that the offending employee knows what could happen if he or she continues to bully others.

Do not pull the victim of the bullying into the meeting with you. Remember, a victim of bullying often feels intimidated by the aggressor, so your attempts to get the full story or to mediate the situation will not be productive. You need to speak with them both separately.

Once you have addressed the issue, follow up on the situation to see if any additional bullying has occurred. You may need to monitor this situation for several months or a year. Bullies are often reluctant to change their behavior because it works for them.

Amy Morin is a psychotherapist, keynote speaker, and the author of 13 Things Mentally Strong People Don’t Do, a bestselling book that is being translated into more than 20 languages. 

 

Forbes.com | August 21, 2015 | Amy Morin

 

 

Your #Career : How To Have A Successful Office Romance…Pause before you plunge. “Stop & Think about Yourself in Relation to the Other Person,”

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39% of Workers say They’ve Dated a Colleague at Some Point in their Careers. Nearly a Third say they Married the Person they Dated at Work. Studies show that  found that 64% of workers who have office relationships are public with them, compared with 46% nine years ago.

 

Chances are you’ve gotten it on with a colleague. According to a 2015 survey by the job search website CareerBuilder.com, 39% of workers say they’ve dated a colleague at some point in their careers. Nearly a third say they married the person they dated at work. Another career website, Vault.com, found that more than half, 51%, of respondents had dated a colleague at least once during their career.

The office seems to be a hotbed of romance–and a more effective one than dating websites or the corner bar. Helaine Olen, coauthor with Stephanie Losee of Office Mate: The Employee Handbook for Finding–and Managing–Romance on the Job, says the workplace is where most people find love these days. “The office has turned into the village of the 21st century,” she says. “Where else do you spend 12 hours a day?”

And fewer workers are keeping their romances secret. CareerBuilder found that 64% of workers who have office relationships are public with them, compared with 46% nine years ago. The survey of 3,100 workers was conducted for CareerBuilder by Harris Interactive last November.

 

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While people are more relaxed about office dating than they were in the post-Anita Hill/Clarence Thomas 1990s, workplace romance is still fraught with peril. Worst-case scenario, says employment attorney Kathleen McKenna of New York’s Proskauer law firm: A boss-underling affair that goes south and results in a sexual harassment suit. Such suits are based on either a claim of a hostile work environment or a charge that there was f-me-or-you’re-fired quid pro quo harassment.

Which brings us to our first rule of office dating: Avoid a supervisor-supervisee relationship. Especially for the person in the supervisor’s seat, such a relationship is “criminally stupid,” says McKenna. “You might as well put a sign on your forehead that says, ‘Kick me here.’” McKenna acts mainly as a defense lawyer.

Edward Hernstadt, a plaintiff-side employment lawyer in New York, agrees. An employee can make a claim that she (it’s usually a she) wouldn’t have dated the boss if she hadn’t felt compelled. “The supervisor will say, ‘I just asked you to go on a date,’” says Hernstadt. “But the subordinate will say, ‘I felt I couldn’t say no.’”

If a supervisor and a subordinate just can’t resist each other, McKenna recommends that they sign what she calls a “cupid contract.” They should spell out in writing the fact that both are engaging in a consensual relationship. If the company has a sexual harassment policy, they should make it clear they understand the rules.

Helaine Olen agrees. “Set some ground rules you can use if the relationship flames out,” she advises. “It’s like a prenup for an office romance.”

“If you’re in heavy lust, you’ve got to slow down.” Kathleen McKenna agrees. “Think about the fact that 50% of marriages don’t make it,” she says. “The batting average for other relationships is much worse.”

One more piece of advice: Consider how you would feel if you lost your job. Everyone who has experienced heartbreak knows that proximity to an ex can be unbearable. All too often, say experts, failed office romances result in one person leaving the job.

“The possible consequences here are not just the loss of the person you’re gaga over,” says Schwartz. “It could mean the loss of your livelihood.”

Olen also suggests that the senior partner in the relationship step up and report the romance to the human resources department. In so doing the supervisor should volunteer to take the hit if the company decides the pair should no longer work together.

It’s far preferable to date someone outside your department. Connie Thanasoulis-Cerrachio, a career coach who has worked with companies including Merrill Lynch, Pfizer and Citigroup C -6.18%, recommends looking for love at office philanthropic activities and social events like softball games rather than in the neighboring cubicle.

Another piece of perhaps obvious but valuable advice: Pause before you plunge. “Stop and think about yourself in relation to the other person,” advises Pepper Schwartz, a professor of sociology at the University of Washington and the author of 16 books on dating and romance.

 

 Forbes.com | August 24, 2015 | Susan Adams 

 

Your #Career : 5 Crazy Reasons You Could Get Fired…Whether you’re the Best Employee in the Office or the Worst, There has Likely been a Time — Even if Only for a Moment — That you’ve Thought About your Losing your Job.

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This List of Crazy Reasons People have Lost their Jobs contains ATypical Reasons: These Terminated Employees Broke Rules that you Wouldn’t Necessarily Find in a Traditional Employee Handbook or Code of Conduct.

Show up to your job on time, always turn in your best work, and be a team player — these are all characteristics of a good employee. Every office has great employees and employees who are, well, not so great. You know, those employees who do just enough to get by and just enough to keep their jobs. Maybe you are one of those employees, and maybe you know one.

Whether you’re the best employee in the office or the worst, there has likely been a time — even if only for a moment — that you’ve thought about your losing your job. Maybe this fear was the result of an emergency that warranted an unplanned absence, or perhaps you had life stressors that just rendered you off your game for a few weeks. Job security has become a major concern during and after the recession and the mass layoffs that came along with it. In February 2009 alone, the Bureau of Labor Statistics reports that employers took more than 3,000 mass layoff actions involving over 325,000 workers.

 Even considering these mass layoff situations, most people like to think they know what to expect when it comes to job security. “If I do what I’m supposed to, I will keep my job,” people think to themselves reassuringly. But sometimes, the task of doing what you’re supposed to is more ambiguous than you could ever imagine.

This list of crazy reasons people have lost their jobs contains atypical reasons: These terminated employees broke rules that you wouldn’t necessarily find in a traditional employee handbook or code of conduct.

1. EMAILING IN ALL CAPS

 

Source: Thinkstock

WHEN YOU TYPE IN ALL CAPS, IT KIND OF SEEMS AS THOUGH YOU’RE YELLING, DOESN’T IT?

 

In the office, this is a big no-no. As we all know, a large degree of our communication back and forth to one another is via email, and writing emails to co-workers in ALL CAPS may be viewed as the equivalent of shouting at your co-workers, a behavior that is cause for termination.

 This was the case for one New Zealand worker. According to CBS News, the worker had a pattern of writing emails in all caps and — to add insult to loud, obnoxious injury — she also drafted her emails in red font. Upon her canning, she sued her employer for wrongful termination and actually won a judgement for $17,000.

If this worker lived in the U.S., she may have had a harder time suing an “at-will” employer for wrongful termination. Some employee handbooks even spell out email etiquette to help avoid these types of occurrence.

 

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2. Too Much Customer Interaction

 

Source: Thinkstock

Customer service is a big problem these days. Oftentimes, it’s difficult to get a knowledgeable and caring associate to help you with your concerns. Accenture reports that in 2013, more than 60 percent of global consumers changed service providers due to poor customer service.

Walmart may not have the best reputation when it comes to customer service, but the corporation does have one strict philosophy: Employees should never touch customers. Well, according to ABC News, one Black Friday a few years back, a 73-year-old Walmart worker said she had to break this rule, supposedly in efforts to protect herself and to contain a situation. The megastore fired the employee, citing to ABC that “based on the information we have, the situation led to a bad experience for our customer and it could have been avoided. We had to make a tough decision — one that we don’t take lightly.”

 Without being there or seeing any video footage, no one will ever know what truly happened, except for Walmart, the former-employee, and that customer.

3. Too Sexy for Your Job?

 

Trust is the foundation upon which every relationship is built — or is it? The New York Times reported on an Iowa-based dentist who fired his dental assistant because she was just too darn beautiful.
Why? He found her irresistibly attractive and, as a married man, he was concerned about the possibility of temptation. Apparently, this was the optimal choice over simply exercising self control and reviewing all of the potential ethical ramifications associated with such a move.

Consequently, the dental assistant took the case to court, where it was shockingly dismissed. The court found that the assistant was fired “not because of her gender but because she was a threat to the marriage of Dr. Knight.” The former employee appealed but to no avail, and the lower court’s decision was upheld; the state supreme court found that she “may be lawfully terminated simply because the boss views the [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”][her] as an irresistible attraction,” reports the Times. 
The lesson? You can be fired for something you have absolutely no control over — namely, your looks and the way someone else views your physical appearance.

 

4. Angry Waitress

 

immy Fallon’s show is pretty much always good for a late-night laugh. A while back, the show had viewers tweet reasons why they got canned on Twitter using the hashtag #howigotfired. There were some real doozies, but one that stood out involved a waitress who took the old “you need this 50 cent tip more than I do” to the next level.

This particular waitress served a party of 10 people who left her only a 48 cent tip. She then proceeded to go out to the parking lot and throw the change at their cars. Perhaps this is a move deserving of a good canning.

5. Social Media Mishaps

 

With only 140 characters to say what you want to say, it can be tough to get your thoughts across and be completely PC, all while ensuring your message is a clear and readable one. Generally, as a rule of thumb, if you have any question as to whether or not your post is appropriate, don’t post it. It’s better to be safe than sorry.

Social media mishaps occur regularly, and CNN reported on a few. A Denver math teacher published revealing photos on her social media account and tweeted about pot smoking and other behaviors that we would not think of as characteristic of a teacher. These posts got her fired in spite of their popularity among her students.

A California Pizza Kitchen worker was also fired for his tweeting. His profanity on the company’s Twitter page, along with his strong negative opinions about the company’s new uniforms, led to his dismissal. Then, there was good old Gilbert Gottfried, who “gottfired” from Aflac after insensitive remarks about the Japan tsunami.
These are just a few of the many, many examples of social media-related cannings. Think before you post. And, of course, don’t drink and post.

 

Cheatsheet.com | August 23, 2015 | Erika Rawes

http://www.cheatsheet.com/personal-finance/5-crazy-reasons-you-could-get-fired.html/?a=viewall#ixzz3jfyp4ahC[/fusion_builder_column][/fusion_builder_row][/fusion_builder_container]

#Leadership : How To Manage People Who Are Older Or Have More Expertise Than You…Here’s What you Need to Know When it Comes to Managing People Who are Older or Have More Expertise than You.

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You were just Promoted into a Management Position or Asked to Lead a Project Team – and You’re the Youngest Person in the Group. Here’s what you need to know when it comes to managing people who are older or have more expertise than you.

 

When I began my career in the sales operations department at a large medical equipment company, I was like most college graduates – excited and willing to work hard to learn everything possible. Within a year, my employer acquired another company and I was chosen by management to work on integrating the sales operations departments of both companies. I was 23 years old.

To make matters worse, I was also petite in size (former gymnast) and had blonde hair. In baseball terms, you could say that I had three strikes against me: young, petite and blonde.

I still remember my first trip to the acquired company as if it were yesterday. After taking a taxi from the airport, I checked in with the receptionist and waited in the empty reception area. A few minutes later a man, who appeared to be in his early 50s, came down the stairs, looked around the reception room (ignoring me) and then went over to the receptionist. I watched the receptionist point to me, the man shook his head, and then the receptionist pointed to me again.

As the man walked toward me, his expression changed from surprise to shock. “You’re the person they sent here for the integration work?” he asked, with disbelief (bordering on disdain) dripping from his voice. “How old are you anyway? Sixteen?”

That integration project was my first experience managing a group of people who were older than me. It was challenging, frustrating and yet exhilarating. Over time and as the team got to know me, the negative comments about my age took on a different tone and evolved from “I thought this was take your daughter to work day” and “I can’t believe they sent someone so young” to “I can’t believe you know so much about the computer system and processing orders.”

Through my own experiences and as a career coach helping others, here are seven insights when it comes to managing people who are older or more experienced.

Be confident in your skills, and don’t let other people’s comments negatively affect your performance. If you’ve been given a leadership position, there’s obviously at least someone who believes you can do the job. So stop worrying about your age, dig deep for inner self-confidence and try to let any negative comments about your age roll off your back.

 

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Value the expertise of others, but don’t shy away from being the leader. Generally speaking, the older the employee, the more knowledgeable they are. Get to know the people on your team, so you can take advantage of each individual’s areas of expertise. Treat all employees with the same level of respect and give credit to others where credit is due. But, never forget that you’re the group’s leader – and that you must act accordingly.

Be a leader, but don’t over-exert your authority. While we’re on the topic of leadership, remember that it’s about inspiring others. As John Quincy Adams once said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” A good leader is part of the team and willingly participates; a bad boss expects the team to work for them. Avoid using the power of your management position or coercive power (threats of punishment) to get things done – as this is a key sign of an insecure manager.

 Be “real” with your team, and don’t claim expertise you don’t have. No one is an expert in every topic, so don’t try to pretend that you are. Most people appreciate honesty about strengths and weaknesses, so be willing to share yours with the team and encourage others to do the same. Being truthful with your team will also help to build trust.

Share your vision, but ask for the input and feedback from others. You might be young, but that doesn’t mean you don’t know what you’re doing. So share your vision for the team/department/group. Just don’t forget to solicit their advice and feedback. This will also help ensure buy-in to the final solution or strategic plan.

Manage with compassion, but don’t be afraid to address issues. Being a compassionate manager means showing kindness, treating others with respect and demonstrating a willingness to help everyone on your team. But it doesn’t mean employees can take advantage of you, simply because of your young age. Compassion is also about holding others accountable for their life lessons when there are performance, behavior or ethical issues – so don’t shy away from conflicts; address them immediately when they occur.

Learn everything you can about how to be a people manager, and use your HR department as your career development partner. Becoming a people manager (especially of employees who are older or have more expertise) sometimes feels like jumping into the deep end of a really cold swimming pool for the first time – both terrifying and exciting. Don’t feel like you have to go it alone. Most HR specialists are excellent at helping new managers create career development plans, connecting them with experienced mentors and helping them obtain training to learn all the necessary skills for managing others.

Lisa Quast, author of the book, Secrets of a Hiring Manager Turned Career Coach: A Foolproof Guide to Getting the Job You Want. Every Time. Join me on Twitter @careerwomaninc

 

Forbes.com | August 17, 2015 | Lisa Quast 

#Strategy : How to Find Someone’s Work Email Using Just their Name … Automated the Process of Hunting for Someone’s corporate Email with a Nifty New Chrome Extension Built on Top of Gmail.

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If you’ve ever tried to figure out what someone’s work email address might be — knowing only their name — you know how frustrating it can be. “First initial plus last name” is a safe bet, but it’s not always right.

 

But now developer Oleg Campbell has automated the process of hunting for someone’s corporate email with a nifty new Chrome extension built on top of Gmail. It’s called, descriptively, Name2Email.

 

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Here’s how it works.

After you install the Name2Email extension, you simple open Gmail and enter the person’s first name, last name, and work domain email — starting with @ — into the “compose” box. Name2Email will then automatically generate the most common corporate email patterns for you.

Next, simply hover your mouse over the generated addresses, and when you see a popup with the person’s name appear, bingo — that’s the right address.

Commenters on Product Hunt have already suggested that a little machine learning could eventually reduce the number of possible emails the extension pulls up.

This extension is similar to Rapportive, which lets you see if your guesses for someone’s corporate email are correct. But Name2Email does the guessing work for you.

Get the Name2Email extension here or visit its page on Product Hunt.

 

 
  • Aug. 21, 2015, 3:08 PM

http://www.businessinsider.com/how-to-find-someones-work-email-with-name2email-chrome-extension-2015-8#ixzz3jU4mlQYD

#Leadership : A CEO Shares the Letter he Sends to Every Job Candidate before Making an Offer…You are Receiving this Letter Because we Believe You are the Right Person to Lead our Much-Needed Growth at this Important Stage of our Organization, & We are Honored you are Considering Joining the Possible team.

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A few years ago, I Read a Letter a Social Entrepreneur Sent to Every Candidate Before he Made an Offer. It had a profound impact on me even as someone who wasn’t considering joining his team, so we started the practice at Possible.

 

Mark Arnoldy, CEO of Possible.

I wanted to share the letter we use in hopes that it will encourage others to do the same. We’ve found that potential team members appreciate getting this candid, longer-form “inside look” at the implicit expectations of how we operate.

 

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As a result, there are fewer surprises on both sides, and we find people who are able to immediately evangelize for our culture from the moment they enter the organization.

—

Dear John,

You are receiving this letter because we believe you are the right person to lead our much-needed growth at this important stage of our organization, and we are honored you are considering joining the Possible team.

Please know this is not an invitation we dole out liberally. Quite to the contrary, an extraordinary amount of time and energy has been put into identifying and recruiting the very special type of committed individual it takes to do this work, to put our patients first, and to advance our for-impact culture.

The purpose of this letter and the two documents that come along with it is to give you an inside look at the organization as you consider an upcoming offer from us.

Often, it is very difficult to get a sense of certain elements of an organization  —  elements like core values, management style, implicit expectations, and culture.

And second, we’ve taken the time to clarify our approach to management  —  including the goals, tools, and techniques we use. Please also make sure you’ve taken the time to read about The Role of Management at Possible. Please take the time to read through our For-Impact Culture Code, and make certain the principles we operate on resonate with you.

Even after reading these two documents, I think there is a lot of value in you seeing the long-form of a few ideas that are really influential in our organization.

Efficiency as a moral must

It is the job of all team members to turn time into resources and opportunity for our patients. Thus, there is a critical and constant push towards making our individual and organizational systems as efficient as possible. There is a belief here that purpose ought to triumph over profit, thus the need to have clear expectations, 100% follow-through, and efficient systems of management and operations is considered greater than in the private sector.

We aren’t perfect, but that’s the framework we work within. We value hard work and long hours. But we value smart work, productivity hacks, and incredibly well-run meetings even more. We don’t need you to be a martyr or live an extraordinarily austere lifestyle to fit in. We just need you to care about getting the most important work done most efficiently and pushing everyone to be better at doing the same. To keep it simple, a bit crass, and put into popular parlance of the times — we have a “get s— done” culture where concision and results are king.

Deep mission integrity

We ensure that what we think is what we say, and what we say is what we do. We constantly worry about our actual impact rather than appearances, and thus select goals that represent truly meaningful progress, even if they are difficult to achieve or market.

You will pick up a sense of skepticism from team members in regards to work, internally or externally by others, that seems driven too much by hero stories, ego, magic bullets, or marketability without impact. We avoid that and are authentic about our successes and shortcomings. This is why we believe so deeply in … (see next section).

Transparency

We believe in being transparent until it hurts. It is an accountability guarantee against our own human frailties, and it is a way to shift an important global paradigm. We also do not believe that, over the long-term, it serves our movement to make this work appear easier than it actually is.

Hiding challenges and failures for fear of punishment from the media or funders hurts the ability of our own organization and others to learn, iterate, and improve. It also disguises and delays the roll-out of truly effective solutions. The things we believe are most important to be transparent about are our impact data, finances, and failures.

Sense of humility and respect

It takes a special commitment to do this work. We value those who are part of this community and have a commitment to curiosity in order to learn from other individuals and organizations. In any debate or question that comes up within the team, our mission and data provide the metric for the answer, and discussion is founded upon a respect for one another.

Possibility

We bring a sense of possibility to this work and act as if it is within our control to achieve something great and world-changing. Everything is impossible until it isn’t.

Lastly, here are a couple of hints about how we try to operate in terms of decision-making and delegation of responsibility.

Cover photoPossible

Hierarchy vs. collaboration

While we have an extremely collaborative and inclusive culture  —  with a lot of information made available to the entire team and even the public  —  for any given project there should always be one clear decision-maker. Taking this philosophy from Apple, we call this person the “DRI” (or directly responsible individual).

That person will typically listen to all views and then make the best decision they can. We call this “consult and decide.” For this working strategy to be effective, there is an informal social contract that has to be followed by each party.

The ‘decider’ must create an efficient and clear architecture for feedback, listen to understand, and be willing to change. The ‘consulter’ has to respect the decision, regardless of initial personal views, and be committed to implement it with excellence. We cannot have people spending time butting heads on small day-to-day or week-to-week issues or else we sacrifice efficiency and results for the sake of collaboration. We do invite respectful conflicts on big and important issues at sessions and forums dedicated to vision and strategy.

Welcome feedback. Only offer it “in real life” (IRL)

Everyone requires a healthy amount of steady feedback to continue to learn, grow, and produce higher quality work. We’ve set a few ground rules about how that feedback should occur:

  1. Don’t give long-winded feedback on small matters. Lions can catch, kill, and eat mice, but they will die doing so because this is a calorie-negative activity. Instead, they have to hunt antelopes. Give time-intensive feedback on the organizational antelopes, not the mice.
  2. More broadly, we ask that any critical feedback that is unsolicited not be sent over email. Despite any attempts at clarification that can be made, history has shown that there are too many misinterpretations through this chain. The only way we give critical feedback is ‘IRL’ (in real life — call or in-person) unless an individual asks for critical feedback over email specifically. The space for feedback is structured into weekly one-on-one meetings between managers and team members.
  3. Those giving feedback must have the humility to know they could be wrong or that their feedback won’t always manifest in the next decision by the decision-maker.

Responsibility is earned and mission-driven

Possible is a meritocracy  —  within our contracts, everyone’s responsibilities and work are determined by both our capabilities to do an excellent job and by the organization’s needs. Our own particular desires for what we’d like to accomplish play a role, but only within those constraints. We look for people who have the right kind of ambition: ambition for the organization’s success, as defined by remarkable results for our patients.

I look forward to transforming healthcare with you.

Sincerely,

Mark

—

Mark Arnoldy is the CEO of Possible, a nonprofit healthcare company that delivers high-quality, low-cost healthcare in rural Nepal. To date we’ve treated over 275,000 patients, and most recently announced our commitment to rebuild the healthcare system in one of the worst-hit districts since the devastating earthquakes this spring.

Read the original article on Medium. Copyright 2015. Follow Medium on Twitter.

 

Businessinsider.com | August 21, 2015 | Medium

http://www.businessinsider.com/a-ceo-shares-the-letter-he-sends-to-every-job-candidate-before-making-an-offer-2015-8#ixzz3jTutYDWP

#Leadership : Are You A Leader Or A Follower?…Leadership is the Art of Persuasion—The Act of Motivating People to Do More than They ever Thought Possible in Pursuit of a Greater Good.

/in /by

It has Nothing to Do with your Title. It has Nothing to Do with Authority or Seniority. You’re not a Leader just Because you Have People Reporting to You. And you don’t suddenly become a leader once you reach a certain pay grade. A true leader influences others to be their best. Leadership is about social influence, not positional power. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. —John Quincy Adams

Navy-SEALs-in-water

You don’t even need to have people reporting to you to be a leader. A janitor can influence people and lead just as a CEO can. Likewise, anyone can become a follower, even while holding a leadership position.

If you’re a slave to the status quo, lack vision, or don’t motivate everyone around you to be their absolute best, then you’re a follower. Even if you happen to have a leadership title, people won’t follow you when they see those behaviors present.

A senior executive who creates unnecessary bureaucracy, locks himself in his office, and fails to interact with others in any meaningful way is no more a leader than an antisocial software engineer who refuses to do anything but write code.

Of course, the real question is—are you a leader or a follower?  To find out, you need to ask yourself some very important questions. Think carefully as you respond to each one, and you’ll soon know for certain.

Do you go above and beyond? Followers do their jobs, and that’s it. No matter how good they may be at those jobs, it rarely occurs to them to go beyond their basic functions. Leaders, on the other hand, see their job descriptions as the bare minimum—the foundation upon which they build greatness. Leaders see their real role as adding value, and they add it whenever and wherever they see an opportunity.

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continue of article:

Are you confident? Followers see the talents and accomplishments of other people as a threat. Leaders see those same talents and accomplishments as an asset. Leaders want to make things better, and they’ll take help anywhere they can find it. Leaders are true team players. They aren’t afraid to admit that they need other people to be strong where they’re weak.

Are you optimistic? Followers see the limitations inherent in any given situation; leaders see the possibilities. When things go wrong, leaders don’t dwell on how bad things are. They’re too busy trying to make things better.

Are you open to change? Followers are content to stick with the safety of the status quo. They see change as frightening and troublesome. Leaders are maximizers who see opportunity in change. Because leaders want constant improvement, they’re never afraid to ask, “What’s next?”

Are you decisive? Followers often hesitate to act, out of fear that they’ll do the wrong thing. Leaders aren’t afraid to make a call, even when they’re not sure if it’s the right one. They’d rather make a decision and be wrong than suffer from the paralysis of indecision.

Leaders would rather make a decision and be wrong than suffer from the paralysis of indecision.

Are you accountable? When mistakes are made, followers are quick to blame circumstances and other people. Leaders, on the other hand, are quick to accept accountability for their actions. They don’t worry that admitting fault might make them look bad, because they know that shifting the blame would just make them look worse.

Are you unflappable? Followers often let obstacles and mishaps throw them off course. When something goes wrong, they assume the whole project is doomed. Leaders expect obstacles and love being challenged. They know that even the best-laid plans can run into unexpected problems, so they take problems in stride and stay the course.

Are you humble? Followers are always chasing glory. Leaders are humble. They don’t allow any authority they may have to make them feel that they are better than anyone else. As such, they don’t hesitate to jump in and do the dirty work when needed, and they won’t ask anyone to do anything they wouldn’t be willing to do themselves.

Are you passionate? Followers are trapped in the daily grind. They go to work and complete their tasks so that they can go home at the end of the day and resume their real lives. Leaders love what they do and see their work as an important part of—not a weak substitute for—real life. Their job isn’t just what they do; it’s an important part of who they are.

Are you motivated from within? Followers are only motivated by external factors: the next title, the next raise, the next gain in status. Leaders are internally motivated. They don’t work for status or possessions. They are motivated to excel because it’s who they are. True leaders keep pushing forward even when there’s no carrot dangling in front of them.

True leaders keep pushing forward even when there’s no carrot dangling in front of them.

Do you focus on titles? Followers care a lot about titles, both their own and those of the people they work with. They’re very conscious of who outranks whom, because they lack the skill and motivation to create leadership from within. Leaders, on the other hand, focus on what each individual brings to the table, regardless of what’s printed on a business card.

Are you focused on people? Followers focus on what they can achieve individually. Leaders are team players, because they know that greatness is a collective feat. A leader is only as good as what he or she can achieve through other people.

A leader is only as good as what he or she can achieve through other people.

Are you willing to learn? Leaders, while confident, know that they’re neither superhuman nor infallible. They’re not afraid to admit when they don’t know something, and they’re willing to learn from anyone who can teach them, whether that person is a subordinate, a peer, or a superior. Followers are too busy trying to prove they’re competent to learn anything from anyone else.

Bringing It All Together

Take another quick look at the questions above. There’s not a single one about title, position, or place on the org chart. That’s because you can have the title and position without being a leader.

You may have worked for someone who fits that description. And you probably have colleagues who serve in leadership roles without a title.

Leadership and followership are mindsets. They’re completely different ways of looking at the world. One is reactive, and the other is proactive. One is pessimistic; the other is optimistic. Where one sees a to-do list, the other sees possibilities.

So don’t wait for the title. Leadership isn’t something that anyone can give you—you have to earn it and claim it for yourself.

And please, share your thoughts on the topic in the comments section below as I learn just as much from you as you do from me.

 

Forbes.com | August 18, 2015 | Travis Bradberry