Many companies have on-campus recruiting plans, where they focus their sourcing and branding efforts, but being present on campus isn’t enough. To build a brand among college grads, you need to get your story out there. Use language that Millennials relate to, and go where the students are (which is often not at college fairs) – go online. Invest in a visually appealing, easily accessible, content-rich site where students can go to learn about your company. Showcase the right alums, intern experiences, and the basic message you want to deliver.
A good “brand page” should tell the story of your mission, your culture, and why someone should join your team. You can also engage through social media. Look at grads’ specific interests, who they follow, what they’re talking about, etc. Most online communities don’t like being marketed to, so be authentic, bring users value, and be cautious of blatant self-promotion.
Adapted from “How Companies Can Attract the Best College Talent” by Sanjeev Agrawal.
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For decades, two common thought processes have influenced management. Managers take a “hard” approach when it comes to addressing challenges − creating new structures, processes, and systems. And they opt for a “soft” approach when they need to boost morale − launching initiatives like off-sites or lunchtime yoga. The problem is that both of these are outdated in an age of mounting complexity. Stop trying to control people or make them happy; instead, give your employees more autonomy and encourage them to work with each other.
Start by understanding what your employees do and why they do it, and foster cooperation by giving people the power and interest to do so. If you increase the total quantity of power (don’t just shift existing power around), create direct feedback loops, and reward those who cooperate, employees will feel liberated and empowered to make critical judgments and to come up with creative solutions to problems.
Adapted from “Stop Trying to Control People or Make Them Happy” by Yves Morieux and Peter Tollman.
Vacations are supposed to make people feel refreshed and happy (which should then make them more productive once they’re back on the clock). But vacations can often cause stress, especially if they’re poorly planned, and this wastes the benefit of time off. If you plan for a positive, well-managed vacation, you can return to work happier and with more energy.
- Focus on the details. The logistics are often the most stressful part of traveling – so ask for help. Find a good travel agent to help you plan.
- Plan more than one month ahead. The earlier you plan, the less stress you’ll experience as your departure date approaches.
- Go far away. Studies suggest that the farther you go, the happier you’ll be.
- Meet with someone knowledgeable at the location. A local host can help offer support and make you feel more comfortable.
Adapted from “When a Vacation Reduces Stress – and When It Doesn’t” by Shawn Achor.
It’s not always easy to have friends at work when you’re the boss. The critical skill senior leaders need to maintain their leadership and friendships is emotional courage – the willingness to act powerfully in the face of deep emotion.
Three tactics can help you navigate this complexity – and make you a more capable leader overall.
- Have a strong, clear commitment to your business objectives. If you want to achieve something, you must be willing to make hard decisions. Be transparent, upfront, and passionate, even as others, including friends, disagree with you.
- Develop your friendship skills. Certain skills, like unwavering integrity, empathetic listening, and strong boundaries, can help you manage dual roles of friend and business leader.
- Be prepared to lose the friendship. Recognize that you ultimately can’t control what happens to the friendship. Some people just might not be able to live with your decisions. Learn to feel the sadness and move on.
Adapted from “ How to Have Friends at Work When You’re the Boss” by Peter Bregman.
Fortunately, heckling is not a common occurrence in the corporate world. However, interruptions and distractions do happen. Here are three ways to handle disruptions next time you’re in front of an audience:
- Be prepared. Know your audience before you walk into the room. Will they be receptive or hostile to what you have to say? Are they likely to be outspoken or sit quietly? Knowing what to expect helps you design a presentation that prevents disruptions before they happen.
- Be flexible. If someone interrupts or even heckles you, don’t ignore him. By acknowledging the interruption, you’re reminding the audience that you’re in control, not the disrupter.
- Be resolute. If the disruptions continue, ask people to hold their comments until the end. If that doesn’t work, ask the audience to voice their opinion: do they want you to continue? Peer pressure can be a powerful way to silence disrupters.
Adapted from “How to Speak to an Unruly Crowd” by John Baldoni.
Even great mentoring relationships can go sour. Perhaps your mentor is standing in the way of your promotion. Or maybe you realize his advice is no longer relevant. Or possibly, he disappears when you need him most.
Whatever the situation, here are three ways to make the most of it:
- Spread your wings. Expand your internal network by offering to help with projects outside your function or department. If you distance yourself from your mentor now, you may find someone else to guide you.
- Stand on your own. Show others that you do not merely exist in the shadow of your mentor, but that you are your own person.
- Speak the truth. It may be time for an honest conversation with your mentor about the relationship. Be appreciative of what he’s done for you, but also be clear about what you need — or don’t need — going forward.
Adapted from “When Your Good Mentor Goes Bad” by Amy Jen Su and Muriel Maignan Wilkins.