Providing feedback is how you make sure your team gets work done on time and on budget. But you shouldn’t be the only one holding people accountable. Enlist team members to applaud good conduct and to speak up to fix unproductive behavior. When everyone gives each other candid feedback, people feel more ownership.
You might have to persuade some people – those who aren’t used to giving feedback, who avoid bearing bad news, or who fear hurting people’s feelings. Have a frank discussion to find out why giving feedback is so hard for them, and then frame accountability as a continuous improvement process.
Adapted from the HBR Guide to Leading Teams by Mary Shapiro.
If CEOs want to inspire employees to achieve great things, they need to build trust, which involves acting selflessly. People perceive selflessness when a leader concerns him or herself with their safety, performs valuable service for them, and makes personal sacrifices for their benefit.
Safe is not cutting people as soon as the economy takes a dip, and safe is not giving raises to senior leaders but not their lower-level colleagues. Executives must think of themselves as being in service to those who work to make their companies successful.
People do better work for a CEO who they feel is working for them. And they stay loyal to leaders who stand up for what they believe in – even if that involves hardship or risk.
Adapted from “The Four Keys to Being a Trusted Leader” by John Dame.
You can set an alarm that resets itself using the Clocks app. First, go to the Alarm section in the Clocks app. Next, press the ‘+’ button in the top-right corner.
On the line that says Repeat, select the days you want the alarm to repeat. Finally, save the alarm.
Have fun with your iPad!
Corporate workforces are aging. Some companies have made strides to adapt, and they have seen improvements in retention and productivity, organizational culture, and the bottom line.
Don’t fall behind. Use these practices to accommodate your older workers:
- Flexible retirement. Give employees the option of working part-time. You retain experienced, talented employees and they get a flexible schedule and a paycheck.
- Creating new positions or adapting old ones. Retrain older employees for jobs that better suit their current needs and skills. For example, can you transition an older worker out of a physically taxing role and into a training position? Could a long-time cashier move to customer service?
- Changing workplace ergonomics. Companies should adapt for those who need extra support. Inexpensive tweaks like custom shoes and easier-to-read computer screens can make a huge difference.
Adapted from “ Four Ways to Adapt to an Aging Workforce” by Michael North and Hal Hershfield.
Once you answer an email at midnight, or take a call on your vacation, you’ve set the expectation that you’re always “on.” Your team will keep asking things of you, and you’ll likely continue to accommodate them.
That is, until you break the cycle.
- Join forces. Talk to those with whom you interact most frequently and agree on times when you’ll all be offline and unavailable. Maybe it’s an evening off, an email blackout over the weekend, or uninterrupted work times during the day.
- Experience the joy of turning off. Pay attention to what it feels like to be offline. It may be hard at first but you’ll enjoy the benefits of relaxation and increased focus soon enough.
- Talk about it. Regularly ask your team how it’s going: Do you need to make adjustments to the offline schedule or agreements?
Adapted from “Are You Sleeping with Your Smartphone?” by Leslie A. Perlow.
You need to understand people on a somewhat personal level to develop a presentation that resonates with them. But how?
Start by asking yourself these questions, and use your answers to tailor your speech:
- What are they like? Think through a day in the lives of your audience. Reference something that they face every day so they’ll know you “get” them.
- Why are they here? What do they think they’re going to get out of your presentation? Are they willing participants or mandatory attendees? Highlight what’s in it for them.
- What keeps them up at night? Everyone has fears or pain points. Let your audience know that you empathize—and that you’re here to help.
- How can you solve their problems? How are you going to make their lives better? Point to benefits you know your audience cares about.
Adapted from the Guide to Persuasive Presentations.
Any strategy needs senior management’s support, but don’t go to your boss with a perfectly polished document that you want him or her to buy into. Instead, share the work you and your team have done and explain the thinking behind your recommendation. Then, be open to hearing what your boss has to say. You need her ideas, and if you’re focused on selling, you’re not listening. Just because you used a rigorous process doesn’t mean it can’t be improved.
Rather than defending your work, encourage a genuine conversation. Company leaders often have a unique, enterprise-wide perspective, and chances are they have something valuable to contribute. Incorporating their feedback will improve the odds of the strategy succeeding.
Adapted from the Playing to Win Strategy Toolkit.