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#Leadership : This is How to Deal with your #IncompetentCoworkers …You Know the Person who Doesn’t Pull their Weight? Here are a Few Dos and Don’ts to Getting Things to Change.

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In almost every workplace, there is bound to be someone who isn’t pulling their own weight.

When you’re an ambitious, hard-working employee who is committed to growing your career and the company, it’s frustrating to work with someone who seems interested in only doing  the bare minimum.

Here are the dos and don’ts of dealing with a lazy colleague.

DON’T: VENT YOUR FRUSTRATION TO YOUR COLLEAGUES

You probably know that talking bad about your colleagues is a no-no. But it’s easier to succumb to this temptation than you think. As Lydia Dishman previously wrote in Fast Company, it’s natural to want to blow off steam. But as Jeffrey Lohr, a professor at the University of Arkansas, told Dishman, venting anger is similar to “emotional farting in a closed area.” And instead of making you feel better, you’ll probably end up being angrier. And you definitely don’t want to be known as the ill-tempered person in the office.

 

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

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DO: TRY TO SEE THEIR POINT OF VIEW, AND ACT ACCORDINGLY

Admittedly, this is hard to do. But sometimes, you can get them to pull their own weight when you understand why they’re, well, not. As Alyse Kalishwrote for The Muse, people are motivated by different things. Kalish cited Gretchen Rubin’s “four tendencies,” which categorizes people into upholder, obliger, rebel, and questioner. Someone with a “rebel” tendency, for example, does not respond well to authority and needs to feel like they have complete autonomy of their actions. This means that when you phrase a request to them, you don’t do it as a command. Kalish gave the example, “Jill isn’t sure we can get the presentation done by this afternoon. What do you think?”

Related: How to be more assertive at work when that’s just not your personality 

DON’T: COMPLAIN TO YOUR BOSS WITHOUT TALKING TO YOUR COWORKER FIRST

As tempting as it is to rant to your coworkers, it’s also tempting to go running to your boss–particularly if you know that they think of you as a high performer. It’s not going to make you feel better, for starters. It can also make you sound petty, and as Ask a Manager‘s Alison Green pointed out, your boss might already be aware of the problem and is trying to do something about it. Perhaps it’s not having an effect, but you moaning it about it isn’t going to make a difference.

DO: FOCUS ON WHAT YOU CAN CONTROL ABOUT THE SITUATION

So you’ve tried to adopt your ask based on your coworkers’s personality, but that doesn’t seem to be working. It’s true that ultimately, your coworker’s actions aren’t in your control, but your actions are. One thing that you can do, Kalish suggested, is offer to help them. She gave the following example as a way to start the conversation:  “Hey, I noticed you’ve been staring at your screen all day–I’m free for a bit, anything I can help out with?”

DON’T: CONSTANTLY OVERCOMPENSATE FOR THEIR LACK OF EFFORTS

You might be tempted to pick up your coworker’s slack if you’re not the confrontational type. After all, you don’t want to get in trouble for their lack of efforts and shoddy work, right? But as Courtney C.W. Guerra, author of Is This Working?: The Businesslady’s Guide to Getting What You Want From Your Career pointed out, this approach is only acceptable in two situations. The mistake (or work) is so minor and doesn’t take long to fix, or the colleague in question is just having a really bad day, and you want to help them out. When it doesn’t fall into those two situations, you’ll just make yourself more angry and resentful, and that can impact your work. Don’t let someone else’s laziness ruin your reputation.

Related: How to deal with a passive-aggressive coworker 

DO: KEEP A DOCUMENTATION OF YOUR WORK AND INTERACTION

When all else fails and you do need to bring it up with your manager, it always helps to have documentation. Whether it’s setting expectations with your coworker over email or writing down your conversations and evidence of their behavior, you need to make sure that it’s based on facts, not feelings. Yes, it can be hard to be objective when every part of you wants to call this person out. But as Maurice Schweitzer, coauthor of the book Friend & Foe: When to Cooperate, When to Compete, and When to Succeed at Both, previously told Fast Company, “If you lose your cool, you will be in danger of looking undignified.” Don’t put yourself at risk of that.

ABOUT THE AUTHOR

 

FastCompany.com | June 7, 2018 | BY ANISA PURBASARI HORTON 3 MINUTE READ

 

#Leadership : Secrets of the Most #Productive People -How To Deal With A #PassiveAggressive #Coworker …Resist the Urge to be Passive Aggressive Right Back. Try One of these Five Methods Instead.

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We all know that person who uses sarcasm, snide remarks, and stalling tactics to vent their anger. It can seem childish and sometimes frustrating, but it can also be damaging to your career if the passive-aggressive person is a coworker whose actions are directed toward you.

Unfortunately, it’s not uncommon. That’s because passive-aggressive behavior is more comfortable to deliver than confrontational behavior, says Charmon Parker Williams, assistant professor of business psychology at The Chicago School of Professional Psychology. “Saying what you really mean when you know there will be a disagreement is difficult for many, especially if there is some perceived benefit in sustaining a smooth relationship with a coworker or supervisor,” she says. “Passive-aggressive behavior can be viewed as a way to create more leverage when the level of power is unbalanced in a work situation.”

While venting may release anger in the moment, this type of communication in the workplace is counter-productive. Sarcasm can damage relationships and stalling can interrupt workflow. Instead of being passive aggressive in return, address the behavior by starting conversations or changing your mind-set. Here are five ways to handle a passive-aggressive coworker:

1. SEEK TO UNDERSTAND WHAT’S REALLY BEHIND IT

Organizational change often sparks passive-aggressive behaviors, says Parker Williams. “Employee resistance to changes, like the introduction of new systems or processes, new leadership, a reduction in force, or a new work location often results in passive-aggressive behaviors, especially when employee input was not considered or the change resulted in some degree of loss for the individual,” she says.

“While we often we see resistance as bad, you can also see it as something to honor and understand,” says Beth Linderbaum, managing consultant at Right Management, career and talent development consultants within ManpowerGroup. Introduce the change slowly, and ask the person to share their concerns and listen. “[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”][Honoring] these concerns can build the foundation of trust,” she says.

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2. MODEL HEALTHY CONFLICT MANAGEMENT

While passive-aggressive behavior is an unhealthy way of handling conflict, you don’t have to follow suit. Instead, take a deep breath and think about how you can model healthy conflict management, says Linderbaum. “It may mean taking some time and space until cooler heads can prevail,” she says. “It is okay to say, ‘I hear you. Let me have some time to think about this before we discuss further.’ This can mean seeking to understand and looking for solutions where everyone can win.”

Or come to the conversation offering options, adds Parker Williams. “Don’t put them on the defensive,” she says. “Show empathy for their situation and focus on their needs.”

For example, if a coworker is procrastinating in getting you something you need, go to them and say, “I can see that you are busy, I would imagine that you don’t need an interruption,” suggests Parker Williams. “I value your input and really need to talk to you for about 10 minutes about a project that is due by noon. Can we talk now or at 9:30 this morning?”

3. SEE IT FOR WHAT IT IS

When you come across a passive-aggressive coworker, evaluate their behavior through that lens, says Vicki Salemi, career expert for Monster. “It’s not a way to chalk it off, but rather about saying to yourself, ‘Okay, this person is passive aggressive, so I need to react and communicate differently than if this person wasn’t passive-aggressive,’” she says.

If your colleague makes a backhanded compliment, for example, try taking it in stride, says Salemi. “Here’s the thing: you need to work alongside this person and produce excellent work even though they may be getting on your nerves,” she says. “Try to get to know them as a person despite their comments, which may come across as snide, demeaning, and arrogant.”

4. SET HEALTHY BOUNDARIES

Being on the receiving end of passive-aggressive behavior is frustrating, and it’s important to think about how you’re being impacted by this person in the long term, says Linderbaum.

“If your efforts to understand and model healthy conflict behaviors don’t work you must look at how you are setting healthy boundaries for yourself and getting the support you need,” she says. “This may mean respectfully standing firm or finding a way to exit the relationship all together.”

You can also seek out a trusted person, such as your manager or HR director, in whom you can confide or ask for advice or perspective.

5. CALL THEM OUT

Finally, you may want to call them out on their game, says Salemi. “They might not even be aware of how you’re perceiving their comments,” she says. “Some people are more blunt in delivery than others.”

While you don’t want to stir the pot to the point of animosity, you also don’t have to bear the brunt of their constant barrage of ammo; that’s the makings of a toxic environment, says Salemi. “Push back in a professional manner, and let them know,” she says. “Keep your cool and don’t take it personally. If this person is passive-aggressive toward you, chances are he or she is operating the same way to others.”

You can also turn the tables and ask for clarification, adds Parker Williams. “Don’t get defensive,” she says. “Then confront the individual in private.”

FastCompany.com | BY STEPHANIE VOZZA | 4 MINUTE READ

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#Leadership : 3 Ways Managers Can Empower #TeamMembers With #MentalHealth Struggles… My views on #MentalHealth went Viral in a Tweet Last Summer – and Revealed just How Taboo the Topic is, Especially in the #Workplace .

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The stigma of mental illness never made much sense to Ben Congleton, CEO of live-chat software maker Olark.

He’d grown up with kids whose lives improved after they received treatment for their illnesses. He knows one in five U.S. adults experiences mental illness in a given year. He’s always understood mental health is as important as physical health.

So he was shocked when his views on mental health went viral in a tweet last summer – and revealed just how taboo the topic is, especially in the workplace.

Last June, Olark staffer Madalyn Parker emailed her team to let them know she was “taking today and tomorrow to focus on my mental health.” Congleton replied to Parker privately, thanking her for not only taking the days but for being open about it: “You are an example to us all, and help cut through the stigma so we can all bring our whole selves to work.”

Parker tweeted the exchange with Congleton’s permission, and it garnered tens of thousands of retweets, likes, and responses.

“Madalyn and I received lots of notes of support, but what surprised and saddened me was how many people commented that this is rare,” Congleton says. “So many people told me they would fear judgment, or even that they would be fired. It was an eye-opener for me about this broad societal challenge that we all need to overcome.” Congleton published a brief note on Medium in response to the attention, encouraging employers to express gratitude to their teams and reflect on their organizations’ values.

Below, he shares with Glassdoor the three steps managers can take to engender a culture of openness, promote mental health, and support team members.

“I wish there were some magic words to say, but it doesn’t happen overnight,” Congleton says. “It’s about consciously and constantly creating an environment of trust, which takes work – but it’s worth it in so many ways.”

Starting At The Top: 5 Ways Managers Can Support Employee Mental Health

“Prioritizing trust, gratitude, and caring about a staffer’s whole self is not a one-and-done endeavor,” he says. “We’re talking about changing work culture and ingrained societal stigma. That progress happens only with more dialogue and more action.”

Olark’s structure is one that inherently requires trust and flexibility; managers can’t hover over desks because the team is fully remote, with staffers across three continents. So if staffers hit the gym for two hours in the middle of the day and get their work done in the evening, that’s just fine by Olark management.

Congleton understands that flex scheduling – or other Olark perks like unlimited vacation – may not be possible for every organization or every position, establishing values of underlying trust is what’s key. “You can focus on output and outcomes, measuring not the employee’s exact hours but their impact on the business,” he explains.

When your team feels that they’re being judged for their work and appreciated for a job well done, “incredible things happen,” Congleton says. “Once you have that strong cultural framework in place, people feel trusted and supported so they’re willing to be open.” That’s why Olark’s frank discussions about mental health challenges happened “without being super deliberate,” as Congleton puts it. As it has been revealed by our research company, it should be noted that Levitra does not have any effect on the quality of sperm, and therefore does not affect the fertilization of the egg. All this must be taken into account. It is especially so if you want to have children, and you do not get them. You should not have high hopes for Levitra, because its main task is to strengthen male strength, but not to affect the productivity of sperm. It is better to consult a doctor so that he prescribes the most effective medicines for it.

As an added bonus, Congleton finds the culture of trust breeds higher performance. “People are more willing to take risks and to stretch themselves, and we’ve found they perform even better for you. When people are happier, their lives are better and their work reflects it. It’s a win-win that just makes sense.”

Cool Companies Offering Unlimited Vacation & Hiring Now

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Model the openness you want to see in your staffers.

As a leader, you set the tone for acceptable and expected behavior — so if you want your team to feel free to share, open up a bit yourself. That doesn’t mean you need to dish about every detail of your personal life. A friend of Congleton’s, for example, “started every management meeting with a little game: ‘If you really knew me you would know…’ and he’d talk about something going on with him that was new, or something hanging over his head. Childcare got messed up, traffic was frustrating, whatever. And then they’d go around the room.”

The game inspired Congleton for two key reasons: “It normalizes that behavior of sharing what you’re bringing to the job in that moment, which is huge. And it’s done in a tactical way: You’re not putting someone on the spot, just allowing them to open up just a little bit in a manner that makes them feel comfortable.”

Modeling behavior extends to self-care, too. “Depending on the culture in an organization, people might be concerned that taking a few days off — even after a super-busy time – is implied weakness,” Congleton explains. “That’s a great opportunity to demonstrate it as a leader: ‘Hey, team, that last sprint took it all out of me. I’m going to take an extra day to reflect and recharge, and I recommend you do too.’ That speaks volumes.”

How to Be A Positive Influence on Company Culture

Proactively share resources, and seek expert help when needed.

Just like physical health, mental health is complex. Avail yourself of resources like Congleton’s favorite: Open Sourcing Mental Illness, which focuses on changing stigma within the tech community but offers guidelines and research that are applicable across sectors. If you find a great article extolling the benefits of taking a mental health day, fully unplugging while on vacation, etc., email it to your team with a quick note about why you think it’s important.

And if a staffer is going through mental health issues, tap internal resources like HR for assistance. “Serious mental health challenges are serious health challenges, period,” Congleton notes. “Your typical manager is not going to be an expert in mental health, and that’s OK.”

These three steps aren’t necessarily linear, and they can’t be treated like a simple checklist, Congleton explains.

“Prioritizing trust, gratitude, and caring about a staffer’s whole self is not a one-and-done endeavor,” he says. “We’re talking about changing work culture and ingrained societal stigma. That progress happens only with more dialogue and more action.”

 

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Your #Career : You Need To Talk To Your Company’s #CEO —Here’s Why And What To Say… #SeniorExecs Don’t Need to Know you By Name, But they Should at Least Have a General Sense of your Existence & Function in the Organization.

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Soon after I got my first faculty job, I was sitting with a friend of mine–another psychologist–who’d recently been hired for her first job at another university. She said to me, “Our next task is to become independent nodes in people’s conceptual networks.” That was psychology speak for, “Now we need to make sure people know who we are.”

She was right. The reasons why it’s so important for people to know you who you are are all really simple but can be easy to miss: They can’t give you credit for anything you do if they don’t know what you do. They can’t think of you for new assignments if they don’t know you exist. They can’t plan for a future that involves you specifically if they can’t remember your past contributions.

In other words, you need to introduce yourself to some of the top people in your organization–or at least to people higher up than you and your immediate supervisor. Yes, these are people you don’t directly work with, and that’s precisely the point. Here’s how to strike up such a conversation, and what to say when you do.

Related: What To Say When You’re Stuck In The Elevator With Your Boss’s Boss

LOOK FOR AN OPENING, NOT AN APPOINTMENT

You goal should be to keep it pretty informal, so don’t schedule a time to meet. There may be public events at the company that give you an opportunity to meet top-level leaders. I frequently give talks at small and mid-size companies that senior leaders attend, and there’s usually social time before and after internal events like these for other employees to introduce themselves. Yet I’m always surprised how few people make the effort just to say hi. Don’t let a chance like that go to waste.

Good leaders try to make themselves visible around the office. They might even just walk around on occasion intending to meet people. Or they’ll jump into meetings to listen in on what’s happening. In situations like these, it may feel uncomfortable to go up to the CEO or some other exec and start chatting. You might feel like you’re brown nosing. But leaders probably won’t see it that way at all–it’s what they’re hoping you’ll do. Chances are you’ll be seen as taking some initiative rather than currying favor.

If you’re worried about sticking your neck out, ask your boss for help. Good supervisors also want to be able to show off their team members. After all, part of what makes someone a good manager is how well they mentor new talent. So they’ll want their bosses to know they’re developing the people who work for them. If you have a supportive supervisor, see if there’s a chance to get an introduction to more senior leaders.

Related: Your Guide To Communicating With Upper Management

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WHAT TO SAY

The aim of having an introductory conversation with one of your company’s bigwigs is just to say hello, let the person know what division you work in, and share your excitement about what you do. That’s it.

If you get to have a longer conversation, so much the better, though you should probably just prepare a 30-second description of the most important project you’re working on. If you’re nervous, you might even want to practice delivering that short description to your wall or to a friend a few times to make sure it really is short and clear.

Even if the exec you say hello to doesn’t remember your name later on, they’ll be more likely to recognize you the next time they see you. Plus, your name will at least sound familiar if it’s mentioned again in context. That familiarity will carry some positive feeling along with it. Becoming an “independent node in people’s conceptual networks” isn’t as complicated as it sounds–and it barely takes a minute.

 

FastCompany.com | April 26, 2018 | BY ART MARKMAN 3 MINUTE READ

Your #Career : These Are 4 Types Of #Bosses You’ll Have, And How To Deal With Them…Most Bosses you’ll have Fit into One of These Categories. Here’s How to #Manage Each–and When to Jump Ship.

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Many types of people become managers, and they employ many different leadership styles once they do. And considering the wide spectrum of personality traits there are out there, you’d think that would lead to a multitude of managerial types. But according to Ximena Vengoechea, you’d be wrong.

A design researcher at Pinterest as well as a Fast Company contributor who writes prolifically about management, work culture, and mentorship, Vengoechea believes most bosses basically fit into four categories:

  1. Hands on, and in it for themselves
  2. Hands on, and it it for you
  3. Hands off, and in it for themselves
  4. Hands off, and in it for you

“Obviously,” she adds, “the ones where they are in it for themselves are less effective for the individual.” Also a talented illustrator, Vengoechea maps out this framework like so:

[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”][Illustration: Ximena Vengoechea]

Here’s her take on what employees need to know in order to deal with each type of boss.

1. HANDS ON, IN IT FOR THEMSELVES

Vengoechea doesn’t mince words: “Get a new manager!” Bosses who hover and nitpick, either because they’re on a power trip or they just assume you’ll screw it all up, are bad at the fundamentals of supervising other people. “It’s hard to grow when you’re being micromanaged and your manager is taking all the credit,” she points out. You can’t work for someone who doesn’t trust you and only looks out for their own interests.

Related:This Is How To Handle A Boss Who Overcommunicates

Of course, bad bosses who fall into this category can be broken down a bit further by their other quirks and habits. Some, for example, may be highly indecisive; others might set habitually unrealistic expectations. There are a few ways you can try to adapt to each of these habits, but that’s really just in order to make work livable while you finagle a transfer to another team internally or look for a new job altogether.

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2. HANDS ON, IN IT FOR YOU

Yes, this type of boss may have some micromanaging tendencies, but as Vengoechea cautions, “Don’t assume the worst from ad hoc check-ins. Your manager may just be proactive about helping you grow.”

Give this type of boss the benefit of the doubt (sometimes micromanaging is a symptom of work-related stress, by the way) and use it as an opportunity to improve how you communicate. “Let them know where you need their help and brainpower,” Vengoechea advises. That includes sharing when you don’t need it.

But as long as you can tell that your boss has your best interests at heart, try to see their hands-on approach as an opportunity for mentorship. As Vengoechea explained previously in Fast Company, “If a manager checks in outside of your normally scheduled one-on-one meeting, relax. Don’t automatically assume the worst and put your guard up. Consider the possibility that rather than trying to micromanage, your new boss may be trying to find ways to help, so be more receptive.”

Related:These Are The 3 Traits Of Bosses That Everyone Wants To Work For

3. HANDS OFF, IN IT FOR THEMSELVES

If your boss seems mostly concerned about their own status and advancement and uninterested in yours, that’s of course not an ideal situation. But it doesn’t necessarily mean you should run for the hills.

Vengoechea suggests first trying to test your theory about why your boss is keeping their distance–and, as she explained in a separate Fast Company story, it’s usually due to one of two reasons: “They’re either checked out at work in general, or they totally trust you.” She breaks down the best strategies for both scenarios here, but claims that in general, it’s smart to “be proactive about following up, show that one-on-ones matter, [and] widen their window onto your work.”

These efforts can all help build a bridge to a distant manager. But if you don’t make progress at deepening your rapport, Vengoechea says it’s time to look for a different boss. “It’s hard to grow if your manager doesn’t have your best interests at heart.”

4. HANDS OFF, IN IT FOR YOU

It’s not the worst thing in the world to have a boss who keeps their distance simply because they trust you to get the job done.

Here, too, the onus is on you to communicate what you need. Vengoechea suggests expressing gratitude for their trust and “share when you want more input, check in on their goals and how you can help, [and] ask for feedback.” As she put it in her previous article, it’s all about “acknowledg[ing] that you feel empowered to make decisions and run with ideas autonomously, thanks to their support. But don’t be afraid to spell out scenarios where their perspective might be helpful and productive for you.” Typically, a manager who cares about your professional development will make a greater effort to get more involved when you need that.

Related:The Management Formula Every Leader Should Know (In One Easy Chart)

“Researchers have found that employees’ relationships with managers is one of the most decisive factors in the decision to look for another job versus stay put,” Vengoechea points out, “which means that the type of manager you have matters a lot–it’s going to determine your growth in a role or in a company, as well as your happiness and fulfillment day-to-day.”

So no matter what type of manager you have, Vengoechea says, “make sure you are following the key tenets of ‘managing up’ : Understand their goals, and how you can help; learn what communication style works for them (and you!), give feedback on them, and on what you need; [and] share your wins.” Not all boss-employee relationships are win-wins, but for those who keep these basic rules in mind, more of them can be.

FastCompany.com | April 23, 2018 | BY RICH BELLIS 4 MINUTE READ

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#Leadership : 9 No-Fail Tips for Giving #ConstructiveCriticism at Work (Infographic) ….Learning How to Give Honest, Constructive Feedback to All Types of Colleagues will Help you Be a #BetterManager and Will Help your #Employees Develop.

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Though criticism is an inevitable part of any workplace, most people find it difficult to give negative feedback to direct reports. Whether you are offering real-time observations or engaging in a formal review discussion, it can be stressful to critique the work of your colleagues.

Don’t let yourself be intimidated by difficult feedback conversations! Honest evaluations are essential to employee development, engagement, and retention. Most employees understand the value of constructive feedback for their company and for their own personal development. A Zenger/Folkman surveyfound that 93% of people agree that when negative feedback is delivered correctly it can be an effective way to improve performance.

Learning how to give honest, constructive feedback to all types of colleagues will help you be a better manager and will help your employees develop. By providing specific direction based on employees’ actions, you can provide criticism in a way that will help people develop, without making them feel attacked.

Check out this infographic for tips on how to criticize constructively:

 

Fundera.com | March 23, 2018 | Meredith Wood

Original Post: https://www.fundera.com/blog/how-to-criticize

#Leadership : #OlderWorkers – Everyone In My Office Is 30 Years Younger Than Me… As SYPartners’ Senior Adviser & Entrepreneur-in-Residence, Sherri Leopard, 62, is Often the Oldest Person in the Room, and she Explains Why That’s a Plus.

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Sherri Leopard has experienced being unique many times in her career. During her early professional life as a marketing consultant in technology, Leopard found herself in projects where she would be the only female member, as well as the youngest.

Having grown up in a lower-middle-class household, she also found herself at odds with many of her privileged friends who graduated from elite colleges. Yet she persevered and thrived, building and running a marketing consultancy with blue-chip clients such as IBM, SAP, Siemens, and Motorola. In 2006, she sold her consultancy, Leopard, to advertising giant WPP. Leopard became a wholly-owned subsidiary of Ogilvy & Mather.

Sherri Leopard [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”][Photo: courtesy of SYPartners]

Many years later, as a senior adviser and entrepreneur-in-residence for SYPartners, Leopard would find herself–once again–as the unique person in the room.  But this time, it would be as the oldest person in an office full of twenty- and thirtysomethings. Leopard recently chatted to Fast Company about how working with younger employees has helped shaped her way of thinking, and the misconceptions about older workers that she wishes everyone would drop. Here’s her experience in her own words, edited for length and clarity.

WHAT IT’S LIKE TO BE DECADES OLDER THAN ALL YOUR COWORKERS

All of the people that I work with on a day-to-day basis are 20 to 30 years younger than me. The company is young, young, young, and many of them come from prestigious schools. Me? I went to Metropolitan State University in Denver. I came from a lower-middle-class upbringing–and I think part of the way that manifests in me is being really practical. Everyone else would have these debates about really minute things, and I tend to be super impatient and cut to the chase. Of course, I’ve had to learn to do it in a way that doesn’t stifle people’s creativity.

To be honest, I don’t think people tend to focus on the fact that I’m older. There is a designer on my team who is 24 years old, and the other day he told me, I think of you as a mentor, but you’re not someone who just gives me advice, because you’ve done all these things. We get in and figure out stuff together and when we’re solving a problem. We’re solving it as equals.

Related:I Was The Only Woman In My Company For Two Long Years 

ON LEARNING FROM YOUNGER WORKERS

As a former CEO who happens to be the oldest person in the office, over my three years at SYPartners, I’ve really struggled with not being right and the need to be right. It took a while for me to be comfortable with learning from the young people who challenge me. That’s been a journey. In one of my earliest projects, that was really hard. I was on a team that just saw things so differently.

The perspective shift came during my work with BlackRock–who we’ve been working with on their diversity and inclusion initiatives. Something finally jelled in my brain, and now it’s much easier to be in situations where people are challenging my thinking. Had I learned that earlier in my career, I would have been a much better CEO. I’ve realized that we need those differences in the workplace to solve the sorts of complex problems we’re presented with today.

Of course, there will always be a generational gap. When I hear about young women discussing salaries, I think, in my generation, people didn’t talk about what they got paid. But I think that young people are a lot smarter because that transparency is going to pay off.

Another obvious generational gap is my aversion to social media. I feel like young people around me try to pull me into that world and occasionally I’ll go, okay, I get it, I get why I need to do it. But I’ve had times where I’ve gone through six rounds of writing a Medium post and I can never bring myself to post it. The younger people will be telling me, “Just do it, and you’ll get more comfortable.” But I still can’t do it.

Related:Good American’s CEO On Being The Only Black Woman In The Room: “I Don’t Notice”

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

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ON THE IMPORTANCE OF ENDURANCE

I think that my stamina is an advantage I have, as an older worker. When I was doing marketing and communications work, I did a lot of speech writing. I’d have clients call me very last minute, often very early in the morning. I remembered watching my then client, a senior VP at IBM, outwork me even though he was probably 20 years older. At that time I realized, oh my gosh, the game here is actually endurance. I realized then how important it is to be physically strong, eat healthy, exercise, and just be really mindful about my health. I think that investment I’ve been making for years in my health is really paying off. Today, young people in my team will go, geez, you’re the Energizer bunny!

Related:Why You Should Recruit Older Workers 

ON MISCONCEPTIONS ABOUT BEING AN OLDER WORKER

I feel like there’s this misconception that older people just can’t keep up, whether that’s keeping up with anything in the world, or physically. Well, I’m just going to prove in my little circle of the world that we can keep up. I do think that to succeed at this age, you need to have a growth mind-set. There are so many people my age who believe that the world is prejudiced against them. I deeply believe that there’s an experience in all of us that can be reshaped and reapplied in a new way. The question is, do you choose to reinvent yourself?

FastCompany.com | April 16, 2018 | BY ANISA PURBASARI HORTON 4 MINUTE READ

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#Leadership : How To Turn #Conflict Into A #Communication Tool…Many People Try to Avoid #Conflicts at #Work . But if you Know the Right Way to Lodge an Objection, It can Actually Smooth the Way for Better Communication.

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Last year, I was working with leaders who had recently joined an Israeli company. One of them said to me, “Anett, I used to work for a Midwestern company, and now I’m working for a company that yells and pounds the table in meetings–you can even hear it on the phone! What do I do?”

“Well, what happens after those meetings?” I asked. “They all go out for coffee!” she told me.

This is a texbook example of constructive conflict. Yes, it might have been emotionally charged and intense, but everyone respected each other enough to be friendly afterward. You might feel that it’s hard to see conflict as anything but a barrier to communication, but if you use it the right way, it can be an effective tool.

Here are some tips on how to do just that.

ATTACK THE IDEA, NOT THE PERSON

Intense conflicts can be civil. The key is not to let it get personal–which means making sure that you direct any criticism toward ideas, not people. Many of us know to avoid telling someone, “I don’t think you’ve done your research on this issue” or, “How could you possibly come to that conclusion?!” since these clearly sound like an attack on the person. But finding alternative phrasing isn’t always easy. When in doubt, delete any second-person (“your”/”your”) phrases from your vocabulary, and start with “I” phrase that zeroes in on the underlying concept. For example, “I struggle with that conclusion.” Now you can center the discussion around the conclusion itself–not the person who proposed it.

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Related:Want More Creative Employees? Create Some Conflict 

BE ESPECIALLY CAREFUL WITH YOUR TONE

Sometimes what you say doesn’t matter as much as how you say it. And when you’re sharing a critique, you have to be especially mindful of your tone. My client’s colleagues might have participated in loud conversations–but those discussions weren’t overly emotional, sarcastic, or condescending. Tone isn’t about the volume of your voice; you can still be calm and collected while verbally putting someone down. As Fast Company’s Lydia Dishman previously reported, passive-aggression comes in many forms. For example, you might start off by using logic to point out the flaws in your coworker’s point–but if you end by saying something like, “You don’t mind, do you?” your coworker might read your tone as patronizing.

Related: Here’s What Being Too Nice At Work Is Costing Your Company

DON’T FLOUT CULTURAL NORMS

Some companies are more comfortable with conflict than others, and every company will have its own “rules” about what’s acceptable and what’s not. Those rules might not be written anywhere, but if you look at how your organization has dealt with conflict in the past, you can usually get a sense of how its culture operates. Some workplaces are comfortable with constructive conflict as long as it stays behind closed doors, and employees and senior leadership show a united front in public. Others embrace displaying their conflict openly. So stay attuned to corporate culture as well as societal norms. As my client found, the way his Midwestern colleagues operated was pretty different than the approach his Israeli associates took. Neither was necessarily “better” or “worse” than the other, but in order to have productive disagreements, he needed to adapt to those teams’ respective cultures.

FOCUS ON MAINTAINING RELATIONSHIPS (EVEN IF IT MEANS BITING YOUR TONGUE)

Remember, just because you disagree with someone’s idea, you still need to show that you value their input. This might require extra effort on your part–like being selective about when to voice your criticism. If you argue too frequently, others may find it hard to believe you’re doing so in good faith. If, on the other hand, you share your disagreement a little more strategically, you’re more likely to strengthen your relationships–and improve the odds that your criticism will actually register, without hurting feelings.

Related: How I’ve Learned To Stop Arrogance From Silently Hurting My Career

CALCULATE THE OPPORTUNITY COST

On the other hand, if you’re on the fence about whether to raise an objection, consider the possible downsides to not engaging in constructive conflict. What potential consequences will staying silent bring? Depending on your company culture, you may be viewed as lacking conviction in your ideas if you seem afraid to stand up for them. In that case, not speaking up could actually backfire. Not to mention, if you don’t voice your disagreement early on, you might be setting yourself up for a bigger explosion later by keeping your thoughts bottled up.

Needless to say, no two situations will be the same. If you’re unsure of how direct you should be–start by listening and observing. You can learn a lot just by paying attention to people’s body language and how they respond. When it comes to constructive conflict, context is everything. But whatever you do, just don’t let it get personal.

ABOUT THE AUTHOR

Anett Grant is the CEO of Executive Speaking, Inc. and the author of the new e-book,CEO Speaking: The 6-Minute Guide. Since 1979, Executive Speaking has pioneered breakthrough approaches to helping leaders from all over the world–including leaders from 61 of the Fortune 100 companies–develop leadership presence, communicate complexity, and speak with precision and power.

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FastCompany.com| April 14, 2018 | Anett Grant

 

#Leadership : Take These Steps To Boost Morale After #Layoffs …The #Employees who Remain After a Round of Layoffs will Likely have High #Anxiety. Here’s How to Lessen the Impact & Get Everyone Back on Track.

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You might think that employees who survive layoffs feel lucky or valued, but a study by outplacement provider RiseSmart finds that surviving team members have unique challenges that can hurt their productivity, and 43% of companies are not prepared for the impact.

“Most of the focus is on the employees who are leaving, and that’s understandable,” says Dan Davenport, president and general manager of RiseSmart. “Not enough attention is paid to the impact on the surviving employees by companies.”

Anxiety and a drop in morale are commonly felt, says Davenport. “Employees wonder what’s going to happen next,” he says. “They’re also worried about their former coworkers who are leaving the organization, wondering if they’ll land on their feet. This can lead to a loss of productivity.”

Companies need get in front of the potential impact by putting a plan in place, says Davenport. “You can’t eliminate the impact on productivity and morale when you have a layoff, but you can do a lot of things to minimize impact,” he says.

HAVE A GOOD COMMUNICATION PLAN

Start by sharing as much information about the layoff with the survivors as possible. Most managers aren’t adept at delivering this kind of information, so provide training when necessary, says Davenport. “They need to understand how to address the team,” he says. “Prepare them with messaging and notification training to make sure the process is a smooth one and doesn’t lead to legal liability.”

Be transparent about what is happening, how many people are affected, and how positions were selected, Davenport continues. “Reducing headcount is a business decision,” he says. “Explain how laid-off employees are being cared for, and be transparent about the future. Talk about what to expect when going through stages of transition and how work will be distributed, and discuss the possibility of future layoffs.”

Not delivering the right message or even ignoring it altogether can have a sizeable impact on business; 70% experience a negative impact on future talent acquisition efforts, and 81% report a negative impact on brand, according to the study.

 

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HELP EMPLOYEES DEVELOP RESILIENCY

Another tactic that can help surviving employees move forward is offering lessons in resiliency, suggests Davenport. Consider holding mindfulness training in the office, such as meditation or journaling classes. Learning how to “build in a pause” when reacting to situations will help employees learn how to process information and take out emotion before they react. Engaging in gratitude exercises, such as by journaling, can also increase positive emotions and reduce stress.

“It’s important to help employees keep their focus on the future,” says Davenport.

HOLD ACTIVITIES TO IMPROVE MORALE

Finally, arrange events where employees can get together and share feelings, suggests Davenport. “Employees need to feel safe and comfortable in sharing,” he says. “It takes three months or longer for your surviving team to return to productivity. If you don’t do anything, it can take longer.”

Share your vision of the company’s future and connect each individual employee to the goals you have set, Davenport says. Offer career development, provide coaching, and encourage mentorship programs.

“Employers need to understand that employees who remain will experience the same stages of grief and loss as the employees who were let go,” says Davenport.

FastCompany.com | February 21, 2018 | BY STEPHANIE VOZZA 2 MINUTE READ

#Leadership : What You & Your Boss Should Be Discussing Each Month Of The Year…Having a Monthly Plan can Make Check-Ins with your #Boss more #Productive .

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When you think about those monthly check-ins with your boss, it’s the standing invite on your calendar that likely brews both excitement and anxiety. Even so, being in constant communication with the person who will help you meet your professional goals should always be a priority.

One way to take the heat off of these 30-day mind melds is to come in with a plan, according to motivational speaker and workplace expert Amy Cooper Hakim, PhD.

“Some employees wait for feedback or direction from the manager, and assume that ‘no news is good news.’ But in fact, that is not always so,” she said. “To be safe, it is best to have consistent, regular dialogue to ensure that needs are being met in both directions.”

Here, then, is some month-by-month fodder that will build trust, rapport, and loyalty with your boss:

JANUARY: THE ONE ABOUT FOCUS

Especially if you’re on the East Coast, coming back to work after a long winter’s cat nap over the holidays is a drag. Not only is it usually freezing outside, but fewer hours of daytime mean you barely catch a glimpse of the sun. Hakim says many employees struggle during this season, so it’s extra important to get clear with your manager about the goals of the quarter so you can stay focused and perform at your highest level, even if you’d rather stay at home instead.

“It is easy to get overwhelmed by work, so knowing what to prioritize will help you to focus your energy where it counts. And, without asking, you may be spinning your wheels on a project that really should be placed on the back burner,” Hakim says.

Related: How To Talk To Your Boss About Your Career Goals 

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FEBRUARY: THE ONE ABOUT PRIORITIZING

Since some folks don’t consider Valentine’s Day a holiday worth celebrating, February often feels like the official end to the holiday season, where everyone is back in the office and ready to tackle deadlines and deliverables. If you find yourself in the middle of three (or more!) tasks all at once, all of a sudden, getting clear about what needs to be completed first and foremost will give your boss the best impression. Hakim also notes it’ll demonstrate your commitment. “Asking about what needs to be accomplished shows that you care about your manager’s goals and priorities. The manager’s response may help you to better prioritize many new and ongoing projects,” she says.

MARCH: THE ONE ABOUT PROMOTIONS AND RAISES

The hard, cold truth about being a professional? If you don’t stand up for your career, no one will–and it’s up to you to have the conversation about meeting your career objectives. In other words: Hakim says if you’re aiming for a raise or a promotion, you and your manager need to be on the same page about what you need to achieve, change, or mold to get there.

March makes for the ideal time to start this chat. “Expressing your professional goal and asking for resources or steps to achieve it shows your boss that you are committed to self-growth and overall goal attainment,” Hakim says. “Managers appreciate this drive and long for employees who are self-motivated and determined.”

Related: How To Design Performance Reviews That Don’t Fail Women 

APRIL: THE ONE ABOUT THE SECOND QUARTER

After nailing it during the first quarter, going above and beyond what was requested of you, keep the momentum going in April by getting specific about how to be even better at your job. Hakim suggests asking your boss about his or her goals for the second quarter and volunteering to take on extra work to make them possible.

“We want to be seen as a go-getter and thought of for special projects that will get the most attention by the higher-ups,” she says. “By showing an interest in these projects, your boss will likely think of you for help. This can benefit you as you progress in the organization.”

MAY: THE ONE WHERE YOU SURPRISE THEM

While, sure, you don’t want to be seen as someone who is bending over backward and brown nosing your way to a fancier title, taking note of your manager’s interests will help you build a professional friendship. Being buddy-buddy isn’t recommended, but if your boss sees you as someone who pays attention, listens, and remembers qualities and tastes, you’re more likely to earn their respect.

Hakim says to seek out an article you think they’d appreciate it and bring it up in the context of a one-to-one. “This shows the boss that you have her best interests at heart. When your boss feels that you are thinking of her and of her goals, then she in turn will keep you top-of-mind,” she says.

JUNE: THE ONE ABOUT VACATION

And no, not the PTO you want to snag before your coworker does, but your manager’s summer plans. This topical conversations illustrates the emphasis you put on work/life balance and that you understand your manager needs time with friends and family, too. It’s also a way to reassure your boss that when they are jet-setting to Europe or a trendy island, you have their back.

Related: Do This In The First Hour, Day, Week, And Month Of Your New Job 

“While it is ideal to keep dialogue solely about work-related topics, it is also important to show your boss that you care. This personal discussion reminds your boss that you see him as a human being and not just as your manager,” Hakim says.

JULY: THE ONE WHERE YOU SHOW YOUR COMMITMENT

That summer breeze might make you feel fine, but if you let it sweep you away from your deadlines, your manager might be less than peachy-keen with you. Instead of allowing the temptation of warm weather to distract you from working at your highest level, double down and communicate your commitment to your next-up. With half a year behind you, get nitty-gritty with new goals for the third quarter. In addition to putting you in the limelight with your micro-attention to detail, Hakim also says it’ll save you unnecessary busy work in case your priorities are not aligned with those of your boss.

AUGUST: THE ONE WHERE YOU ASK FOR ADVICE

Now that you’ve maintained consistent, constant, meaningful talks throughout the year, it’s time to seek the expertise of your manager. Since they’ve likely been in the game longer than you have, seeking their perspective on books or blogs to read, courses to take, or other advancement advice illustrates respect.

“Bosses love to feel important, and it is a huge compliment for them if you want to emulate their behavior. This question isn’t sucking up either, since you can truly benefit from the insights of someone who is a leader in your organization or industry,” Hakim says.

SEPTEMBER: THE ONE WHERE YOU ASK FOR FEEDBACK

A great sign of maturity is being able to ask for critical feedback–and actually take it without getting offended. Roll up your sleeves, straighten your back, take a deep breath, and go for it in September.

“Bosses respect individuals who strive for self-improvement and growth. They especially appreciate those who can take constructive criticism and run with it,” Hakim says.

One way to open this can is to ask for areas of improvement or express places you personally seek to strengthen, giving your manager leeway to describe their experience working with you, too.

OCTOBER: THE ONE WHERE YOU SHOW YOUR LISTENING SKILLS

Remember when you inquired about areas of weakness last month? Now is the time to make your monthly meet-up about all of the ways you began working to strengthen those skills or characteristics.

“It’s one thing to ask for advice and another thing to take it and apply it. Bosses love employees who do just that,” Hakim says. If you can dictate with tangible numbers? Even better!

NOVEMBER: THE ONE WHERE YOU WRAP UP THE YEAR

Since–ahem, thankfully–Thanksgiving falls at the end of the month, the first three weeks of November can be spent getting serious about what needs to be finished by end of year, and setting up timelines to ensure success.

“The months leading up to the holiday season are notoriously slow, even when deliverables are still open and incomplete. By asking this question, your boss understands that you are still focused on work and on meeting department and company objectives,” Hakim says.

DECEMBER: THE ONE WHERE YOU EXPRESS GRATITUDE

As a month that sneaks up on nearly all professionals and then flies by far too fast with endless holiday parties, travel, and responsibility, pausing to say “thanks” to your manager will go a long way, and earn you major bonus stars.

“Gratitude is infectious! When we show that we are grateful and appreciative, then our boss will likely respond in kind. This positivity can make it easier to plow through those final days of the year as we wait for holiday and vacation time,” Hakim says.

FastCompany.com | January 24, 2018 | BY LINDSAY TIGAR—LADDERS 7 MINUTE READ