3 Tips for Raising an Ethical Issue
Disagreeing with a colleague about whether to raise prices or when to launch a new product is often easier than confronting a colleague about an ethical issue. Here are three tips for raising the issue in a non-combative and productive way:
1. Treat the conflict as a business issue. Present the issue as you would any other business issue: provide sufficient detail, tailor your message to the audience, and deliver it in an appropriate context.
2. Recognize that it's part of your job. Ethical issues may feel like a distraction from "real" work, but identifying, thinking through, and acting on them are part of everyone's job.
3. Be yourself. Don't assume that you have to be confrontational, assertive, or courageous to bring up an ethical issue. The best approach is to be yourself and use a style you are comfortable with.
Today's Management Tip was adapted from "Keeping Your Colleagues Honest" by Mary C. Gentile.
Friday, April 9, 2010
Thursday, April 8, 2010
4 Tools to Keep star Performers during Tough times
4 Tools to Keep Star Performers
During Tough Times
With unemployment rates so high, you may think that your employees have no option but to stay with your company. That is a dangerous assumption.
As we move into recovery, employees — especially star performers — are likely to start weighing their options. Use these four tools to keep your stars where they are:
Praise. It is the most inexpensive and underutilized tool out there. When your stars do something right, say thank you.
Challenging assignments. Give your top performers the opportunity to work on new projects that build their skills and give them a chance to shine.
Development opportunities. Find inexpensive ways to deepen your stars' skills such as providing mentors or opportunities to teach others.
Non-monetary perks. Most top performers crave things that are intangible and easy to provide, such as flexibility, better work/life balance, or more autonomy.
Today's Management Tip was adapted from "How to Keep Your Star Performers in Trying Times" by Amy Gallo.
During Tough Times
With unemployment rates so high, you may think that your employees have no option but to stay with your company. That is a dangerous assumption.
As we move into recovery, employees — especially star performers — are likely to start weighing their options. Use these four tools to keep your stars where they are:
Praise. It is the most inexpensive and underutilized tool out there. When your stars do something right, say thank you.
Challenging assignments. Give your top performers the opportunity to work on new projects that build their skills and give them a chance to shine.
Development opportunities. Find inexpensive ways to deepen your stars' skills such as providing mentors or opportunities to teach others.
Non-monetary perks. Most top performers crave things that are intangible and easy to provide, such as flexibility, better work/life balance, or more autonomy.
Today's Management Tip was adapted from "How to Keep Your Star Performers in Trying Times" by Amy Gallo.
Wednesday, April 7, 2010
3 Ways to Help Your company Snap Out of It
3 Ways to Help Your Company
Snap Out of It
Organizations, like people, can get set in their ways. Relying on established ways of working and solving problems not only stifles innovation but can lead to a lack of perspective and moments of delusion. Here are three ways to help your organization snap out of unhelpful patterns:
1. Challenge rationalizations. Every organization has shared explanations for doing things the way they do. Poke holes in those rationalizations and ask the question: why is this standard practice?
2. Expose faulty either/or thinking. False dichotomies can set up irrational choices about how to work. Don't let A or B be the only options, propose C or D as a new way of working.
3. Focus on the long-term. Emphasis on the short term can trap you into current practice. Help your colleagues pull back, see the big picture, and understand not only short-term gains but long-term consequences.
Today's Management Tip was adapted from "Keeping Your Colleagues Honest" by Mary C. Gentile.
Snap Out of It
Organizations, like people, can get set in their ways. Relying on established ways of working and solving problems not only stifles innovation but can lead to a lack of perspective and moments of delusion. Here are three ways to help your organization snap out of unhelpful patterns:
1. Challenge rationalizations. Every organization has shared explanations for doing things the way they do. Poke holes in those rationalizations and ask the question: why is this standard practice?
2. Expose faulty either/or thinking. False dichotomies can set up irrational choices about how to work. Don't let A or B be the only options, propose C or D as a new way of working.
3. Focus on the long-term. Emphasis on the short term can trap you into current practice. Help your colleagues pull back, see the big picture, and understand not only short-term gains but long-term consequences.
Today's Management Tip was adapted from "Keeping Your Colleagues Honest" by Mary C. Gentile.
Tuesday, April 6, 2010
Know When to Confront Someone
Know When to Confront Someone
When someone shows up late to a meeting or makes a comment that makes you uncomfortable, it can be difficult to decide if it's a big enough deal to address or if you should let it go. In situations like these, try using the "rule of three." The first time someone does something that makes you uncomfortable, take notice of your discomfort. The second time, acknowledge that the first time was not an isolated incident and that there may be a pattern emerging. The third time it's time to speak up. Tell the person that you've noticed something three times and you want to discuss it with him. This simple rule can both help you determine what's worth raising and hold you back from jumping on every single issue.
click here
When someone shows up late to a meeting or makes a comment that makes you uncomfortable, it can be difficult to decide if it's a big enough deal to address or if you should let it go. In situations like these, try using the "rule of three." The first time someone does something that makes you uncomfortable, take notice of your discomfort. The second time, acknowledge that the first time was not an isolated incident and that there may be a pattern emerging. The third time it's time to speak up. Tell the person that you've noticed something three times and you want to discuss it with him. This simple rule can both help you determine what's worth raising and hold you back from jumping on every single issue.
click here
Take an Imagination-Driven Approach to Management
Take an Imagination-Driven Approach
to Management
Measurement is critical to understanding current and past performance, but data can only tell you so much. Measurement can fall short when you need to predict the future. Many companies have been blindsided by unpredictable changes in the market: see GM and Motorola. To envision the future, use your imagination. Employ qualitative insights, inferences, and logic to help you determine what the future might be like and how your company can adjust, prepare, and be proactive. Think beyond what can be proven with data and use hypotheses and deduction to determine likely scenarios.
Today's Management Tip was adapted from "Management by Imagination" by Roger Martin.
to Management
Measurement is critical to understanding current and past performance, but data can only tell you so much. Measurement can fall short when you need to predict the future. Many companies have been blindsided by unpredictable changes in the market: see GM and Motorola. To envision the future, use your imagination. Employ qualitative insights, inferences, and logic to help you determine what the future might be like and how your company can adjust, prepare, and be proactive. Think beyond what can be proven with data and use hypotheses and deduction to determine likely scenarios.
Today's Management Tip was adapted from "Management by Imagination" by Roger Martin.
steps to Addressing the Uncertainity of Silence
3 Steps for Addressing the
Uncertainty of Silence
Silence is the worst kind of feedback — it is ambiguous and generic. When you don't know why someone hasn't called you back or responded to your email, it is all too easy to assume the worst. Here are three steps to take if you're getting the silent treatment:
1.
Accept that you don't know. Acknowledge that you don't know what the silence really means. Resist the temptation to fill in the blanks with your own insecurities.
2.
Ask for clarity. Reach out to the person and ask him to tell you why he's not responding.
3.
Believe the answer. Whatever the response — he was too busy, he forgot — don't read between the lines. Accept it as truth and move on.
Today's Management Tip was adapted from "How to Handle Silence, the Worst Kind of Feedback" by Peter Bregman.
Uncertainty of Silence
Silence is the worst kind of feedback — it is ambiguous and generic. When you don't know why someone hasn't called you back or responded to your email, it is all too easy to assume the worst. Here are three steps to take if you're getting the silent treatment:
1.
Accept that you don't know. Acknowledge that you don't know what the silence really means. Resist the temptation to fill in the blanks with your own insecurities.
2.
Ask for clarity. Reach out to the person and ask him to tell you why he's not responding.
3.
Believe the answer. Whatever the response — he was too busy, he forgot — don't read between the lines. Accept it as truth and move on.
Today's Management Tip was adapted from "How to Handle Silence, the Worst Kind of Feedback" by Peter Bregman.
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