Monday Mrng Mgmt Message

4M - Tips on Management

MONDAY MORNING

MANAGEMENT MESSAGE (4M) Retail Catalyst—Good to Great Initiative

Business leaders can learn a lot from the way that designers solve problems and create new

innovations. Successful designers find new ideas in seemingly mundane places. Here are four

steps to finding something original in the ordinary:

Question. Don't just ask the obvious questions. Look deeper and don't be afraid to rethink

basic fundamentals about your business and products.

Care. Caring doesn't just mean giving great customer service. Get to know your customers as

intimately as possible. Immerse yourself in the lives of the people you are trying to serve.

Connect. Find ways to bring together concepts, people, and products. Many great break-

throughs are "mash-ups" of existing ideas.

Commit. Give form to your idea as quickly as possible: create a prototype and begin testing

it right away. This is the only way to know if you've touched on something truly promis-

ing.

FOUR STEPS TO NEXT INNOVATION

Courtesy : Harvard Business Review

Posted on : 11/20/2011

Making decisions is your most critical job as a leader. The more high-stakes a decision is, the

more likely you are to get stuck. Here's how to avoid three of the most common traps:

Anchoring. Many people give disproportionate weight to the first information they receive.

Be sure to pursue other lines of thinking, even if the first one seems right.

Status quo. Change can be unsettling and it's easy to favor alternatives that keep things the

same. Ask yourself if the status quo truly serves your objectives and downplay the urge

to stay in your current state.

Confirming evidence. If you find that new information continually validates your existing

point of view, ask a respected colleague to argue against your perspective. Also try to

avoid working with people who always agree with you

Avoid Three common decision traps


Posted on : 12/4/2011

Managing your workload with a to-do list can be a productive way to organize your work and

keep yourself on task. But don't let your list become a collection of everything you want to do

but will never have time for. Make sure each item on your list has a time and place attached.

Don't add "write management presentation" without including the day and time slot in which

you'll do it. Consider foregoing the list and scheduling items on your calendar instead. You may

still want a place to write down things you hope to get to, but be sure that each day you know

what you need to accomplish and when.

GETTING THINGS DONE BY DECIDING WHEN AND WHERE

Source : http://blogs.hbr.org/bregman/2011/02/a-better

-way-to-manage-your-to.html

Posted on : 12/26/2011

http://blogs.hbr.org/bregman/2011/02/a-better-way-to-manage-your-to.html

http://blogs.hbr.org/bregman/2011/02/a-better-way-to-manage-your-to.html

Email has fundamentally changed the way we interact. But, it cannot replace live conversa-

tion. This especially applies when resolving a conflict or communicating an important business

decision. Far too many people try to do sensitive business via email. This is problematic be-

cause tone and context are easy to misread. In a live conversation, how one says something is

as important as what they are saying. Without inflections and intonations, it’s hard to under-

stand the feelings behind the words. In fact, email-based conflict often escalates because you

aren’t forced to be as thoughtful as you would be in a one-on-one conversation. Next time you

have a delicate or complex issue to discuss, take your hands off the keyboard and pick up the

phone.

STOP EMAILING & PICK UP

THE PHONE

Source : http://blogs.hbr.org/tjan/2011/11/dont-send-

that-email-pick-up-t.html

Posted on : 1/6/2012

http://blogs.hbr.org/tjan/2011/11/dont-send-that-email-pick-up-t.html

http://blogs.hbr.org/tjan/2011/11/dont-send-that-email-pick-up-t.html

As a project leader your job is to monitor progress against the project plan. But you don’t

have to do this alone. Use buddy checks to verify that tasks are done properly. When someone

completes an activity, have another team member looks at the results. This shouldn’t be an in

-depth analysis, just a quick check to confirm that the person didn’t overlook or misunder-

stand anything. The ideal reviewer is someone who will use the results of the task. Just make

clear that this is not a performance appraisal. It’s one team member looking out for another.

USE BUDDY CHECKS TO

KEEP PROJECTS ON TRACK

Source: http://hbr.org/hbr.org/product/guide-to-

project-management/an/10725-PDF-ENG


If your calendar is like most, it is packed to the gills. Between regular, mandatory meetings,

meetings you or your boss calls, and interactions with customers, there can be little time to

think or plan. This means that high-priority projects often end up getting the short shrift. In-

stead of figuring out what on your calendar can go, start over and build your schedule from

the ground up. Figure out how much time the most important projects need and block it off.

You may not know now how you will use that time now but if you don't save it, you'll lose it.

Then, add in mandatory meetings that have value, such as decision-making meetings or cus-

tomer visits. For those recurring meetings that don't make the cut, ask yourself whether they

need to happen and you have to be there.

SCHEDULE REAL TIME FOR

HIGH-PRIORITY INITIATIVES

Source : blogs.hbr.org from Ron Ashkenas

Posted on : 1/10/2012

How many times have you trained a colleague in a task, only to have that person come knock-

ing on your door every five minutes with a question?

People learn by watching others, so instead of telling people how to solve a problem, show

them. Take them through each step, explaining the reasons behind each. Then allow them to

ask as many questions as needed. This will not only give them the foundation they need to do

the task, but will prompt you to master the task more deeply as you provide a justification

for each step.

TO TEACH, SHOW AND TELL

Source : http://hbr.org/tip/2012/01/03/to-teach-

Posted on : 1/30/2012

Everyone reacts differently to failure: some immediately accuse others while some

take the heat themselves, even if undeserved. Next time you and your team fail, re-

sist the temptation to place blame. Take these three steps instead:

Think before you act. Don't respond immediately or impulsively. Doing so can make

matters worse. Take the time to consider several possible interpretations of the

event and how you might react.

Listen and communicate. Never assume you know what others think. Gather feed-

back and then explain your own actions and intentions.

Search for a lesson. Mistakes happen. It may be that you're to blame, someone else

is, or no one is. Create and test hypotheses about how and why the failure hap-

pened to prevent it from happening again.

RESPONDING TO FAILURE

Source : hbr.org/tip


Social media is not just for socializing. When handled correctly, you can use it to enhance your

personal brand, establish your expertise, or demonstrate your digital fluency. Commit to using

social media for professional reasons and be proactive about managing your activity and im-

age. Consider what potential employers or colleagues will see — you don't want them to dis-

cover only pictures of you and your dog, or worse. Make sure at a minimum you have a

LinkedIn account with a completed profile. Try tweeting or blogging about your area of exper-

tise, thereby creating content that others can forward, retweet, or repost. This can help you

establish yourself as an expert in your field.

KNOW THE BASICS OF PUTTING YOUR

PROFESSIONAL SELF ONLINE


Posted on : 3/12/2012

― Emotion and belief are inseparable twins. The 21st century leader should touch the heart, touch the mind, touch the emotion. Emotional Commitment is infectious, and it’s the biggest difference between effective leaders and typical managers. If a lead-er has emotional commitment, he/she strive beyond all else to succeed.‖ Believe‖ should be effective leader’s watchword. Leaders must create an atmosphere in which people believe in strategy, believe in management decisions, and believe in their

work ‖ – Subir Chowdhary

―Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall. If the ladder is not leaning against the right wall, every step we take just gets us to the wrong place faster. Ef-fective leadership is putting first things first. Effective management is discipline, car-rying it out. You have to decide what your highest priorities are and have the courage-pleasantly, smilingly, non-apologetically – to say ―NO‖ to other things.‖ – Stephen

Covey

Guruspeak: THE ART OF LEADERSHIP

Source : Businessworld dated Feb 13,2012

Posted on : 2/13/2012

Writing today—a report, memo, or email—must be short if you want people to read it. But suc-

cinctly expressing yourself can be tough. Here are three ways to trim your writing and say

what you want in fewer words:

Refine it. Take a hard look at the structure of your writing. Only include sections that are nec-

essary to support your points.

Consider an informal tone. Just because you're writing a report doesn't mean you need to be

formal. Writing like a bureaucrat makes you use longer words and a complicated sentence

structure. Adopting a more informal tone often helps you be direct and concise.

Cut and then cut more. Look over your document sentence by sentence. If a sentence doesn't

serve an important purpose, get rid of it.

THREE WAYS TO TIGHTEN

YOUR WRITING

Source : http://hbr.org/web/management-tip/tips-on-

writing

Posted on : 2/20/2012

No one is immune to workplace tensions: It is inevitable that you will have some trying con-

versations with colleagues or clients. Here are three ways to reach a productive outcome, no

matter how tough things get:

Keep it civil. Don't turn the conversation into a combat with a winner and a loser. Everyone

looks bad when the discussion turns toxic.

Don't rehearse. When you know things are going to be tough, it's tempting to practice what

you're going to say ahead of time. But this is a conversation — not a performance. In-

stead, know where you stand but be open enough to listen and react.

Resist making assumptions. You don't have access to anyone's intentions but your own. Don't

assume that you know where your counterpart is coming from or how she views the prob-

lem. Instead, ask for her perspective.

SURVIVING DIFFICULT CONVERSATIONS


Posted on : 2/27/2012

We’re all grown-ups here, right? Then why do teams still whine? It’s part of the human condi-

tion to complain, but it doesn’t have to derail your group. When people on your team get frus-

trated and need a sympathetic ear, do the following:

Insist on accountability. Don’t allow people to present a problem without attempting a

solution. Advise them to do what they think is necessary to achieve results.

Encourage positivity. If the whining is about fellow teammates, encourage the group to work

with each other to better understand the nature of the problem, and then create a joint solu-

tion. Remind them that most people aren’t intentionally difficult.

STOP THE WHINING ON

YOUR TEAM

Source : http://hbr.org/web/management-tip/tips-on-

writing

Posted on : 3/26/2012

Many people find it easy to identify metrics that measure the worth of their work: sales-

people have sales targets, production managers track whether inventory is delivered on

time and under budget. But not all jobs or skills are so easily quantifiable, and far too

many people choose not to measure at all. If you fall into this category, invent a new, in-

novative metric that gets at the real value of what you do. For example, if one of your

critical roles is to develop your people, rather than looking at how many training opportu-

nities you provided your team, focus on an outcome measurement, such as how many

people you effectively brokered into other parts of the organization. Or if delivering inno-

vation is in your job description, count the number of ideas generated by your team, and

how many of those went on to become valuable projects.

FIND THE METRICS THAT

TRULY MEASURE YOU



Most managers complain of not having enough time. They rush through tasks so they can

move on to the next thing. But this kind of haste creates more chaos than it avoids. Instead,

approach every task in three parts: Prep-Do-Review. Spend a minute or two, or even a few

seconds, thinking about what you're going to do before you do it. Ask yourself what you're try-

ing to accomplish and who should be involved. Then, do the task. Once completed, think

about what you did and what happened. What did you learn? What will you do differently?

Being thoughtful allows you to accomplish more with each task. You may not be crossing

things off your to-do list faster, but you'll find you have more control over the results.

TREAT EVERY TASK AS THREE STEPS . NOT ONE

Posted on : 4/23/2012

What makes a team work can feel like a mystery. While you can't guarantee success, you can

give your team a better chance by being sure it has the following:

A common purpose. Most teams form as a result of an outside mandate. To work togeth-

er effectively, team members need to rally around a meaningful purpose they've embraced as

their own.

A mix of complementary skills. It's dangerous for everyone on a team to have the same

skills and perspective. Look for people with varying technical and functional expertise who

bring different approaches to problem-solving and decision-making.

Mutual accountability. You cannot coerce commitment. The process of agreeing on a goal

together will forge trust and build the team's accountability to one another.

YOUR TEAM NEEDS

3 ESSENTIAL CHARACTERISTICS


Posted on : 4/30/2012

Entrusting a project to someone else can be tough. But if you don’t rely on others, you’ll al-

ways end up doing everything yourself. You’ll also shortchange those who could learn by tak-

ing new tasks. Once you delegate something, don’t be tempted to micromanage the process.

Agree on the expected outcomes and just let go. If you’ve asked a team member to take care

of an important presentation, don’t spend endless time on edits and corrections. Be clear on

the parameters and remove yourself so she can do it her way, not yours. This is much more

efficient than taking over, and the end product will likely be better.

Delegate..

Then Disengage


Posted on : 5/21/2012

In business writing, you get points for clarity, not style. Instead of trying to wax poetic about

your division's plans for the next 60 days, just make your point. Here are three ways to do

that:

One idea per paragraph. Novels hold several complex ideas and emotions in a single para-

graph. In business writing, limit your thoughts to one per paragraph. When you have anoth-

er suggestion, thought or idea, start a new paragraph.

Put your point in the first sentence. Don't entice your readers with background infor-

mation and build-up. No one has time for that. Make your primary point first. Then go into

supporting detail.

Make it "scan able." Few people read every word in an email. Use headers and bullet

points so that your audience can quickly scan your message and understand your point

―Decoding Success‖- Speech by Subra - Video is available in ―http://chennaistream.com/kcc‖

THREE RULES FOR MAKING

YOUR WRITING CLEAR

Posted on : 5/28/2012


http://chennaistream.com/kcc

Merriam-Webster's Online Dictionary defines micromanagement as "management

especially with excessive control or attention on details".

Dictionary.com defines micromanagement as "management or control with excessive

attention to minor details‖.

To overcome Micro Management :-

Increase Trust

Make upfront agreements

Keep your boss in the loop

Give feedback, only if appropriate

Micromanagement

http://blogs.hbr.org/hmu/2011/09/stop-being-


http://en.wikipedia.org/wiki/Reference.com

Feeling powerless makes people frustrated and anxious. And in business, it is easy to feel that someone

else always has the power: customers can take their business elsewhere, employees can leave their

jobs, colleagues can focus on their own agendas. Instead of trying to wrestle power back, or exerting

your own positional power, appeal to generosity. Pushing people makes them resist, but asking respect-

fully for what you want often encourages kindness. Next time you need something, issue a request in-

stead of an order, or rely on a relationship built on trust rather than hierarchy. You're more likely to get

what you need and to feel better doing so.

Appeal to the power of Generosity


Posted on : 6/11/2012

Hint: it never comes from the good times and from the easy projects.

We trust people because they showed up when it wasn't convenient, because they told the truth when it was easier to lie and because they kept a promise when they could have gotten

away with breaking it.

Every tough time and every pressured project is another opportunity to earn the trust of

someone you care about.

Adapted from "Add an Hour to Your Day" by Ron Ashkenas.

Where does TRUST

comes from ?

Source: blog.sethgodin.com Posted on : 6/25/2012

http://blogs.hbr.org/ashkenas/2010/11/add-an-hour-to-your-day.html

Passion


Creativity is an essential skill for navigating an increasingly complex world. And yet the path

to innovative thinking can be surprisingly simple. To improve your own ingenuity, practice the

following:

Reduce stress, but not too much. Being overly relaxed won’t get your creative juices

flowing. Embrace an in-between emotional state, neither complacent nor stressed out.

Get out of the office. Walk to work, take public transportation, wander about to see

how real consumers behave and spend their time. If you never take the time to fill your crea-

tive well, you'll have nothing to contribute.

Let your mind wander. Studies show that day dreaming stimulates a unique mental

state. You’ll connect dots in new ways when you allow your mind to roam.

MAKE CREATIVITY

A HABIT


Posted on : 7/16/2012

Figuring out what your people want can feel like an intricate puzzle, especially when differ-

ent employees require different things. Here are four things most employees need to be suc-

cessful:

Role clarity. Tell your employees what their roles are, what you want them to achieve, and

what the rules are for getting there.

Autonomy. People want something interesting to work on and they want to be trusted to do

it well.

Accountability. Holding people accountable is not just about being fair. It also sends a mes-

sage about what is and what isn't acceptable. This is critical for employees who are try-

ing to figure out how to succeed.

Praise. Everyone wants to be recognized when they've done something right. You can moti-

vate employees by highlighting their strengths and not harping on their weaknesses.

FOUR THINGS YOUR EMPLOYEES WANT

FROM YOU

Source: hbr.org/tip

Posted on : 6/18/2012

Any manager who has put together a team — be it large or small, in-person or virtual — knows

how difficult it is to get a group started off right. Next time you have to launch a team, try

these three things to improve your chances of success:

Foster trust. People who trust one another tend to get work done quickly. Encourage an

environment where people feel free to speak their minds.

Quickly acknowledge mistakes. No group can succeed without correcting itself along the

way. Candid and timely conversations are essential.

Be clear about expectations. The clearer the mission, the better the team performance.

Everyone must know what is expected of them, in as granular a way as is practical

Start your TEAM on the RIGHT PATH

Source: hbr.org/tip

Posted on : 7/23/2012

Every leader faces a share of irritating screw-ups and minor setbacks. In response to those

annoyances, some leaders get irritable and stressed out. Others keep on moving. To be in

that enviable latter category, you need resilience. Train your brain to bounce back from has-

sles rather than get snagged by them. Find a quiet place where you won't be interrupted. Sit

comfortably and focus on your breath. Notice yourself inhale and exhale. Don't try to change

your breathing, just be attentive to it. As thoughts, sounds, or other distractions come up, let

them go and return your attention to your breath. By doing this 30 minutes a day you will

teach your brain to go to a quiet calm place when it is stressed, rather than triggering your

fight or flight response

Retrain

YOUR BRAIN..

Source : “Emotional Intelligence” – Daniel Goleman


One of the most critical traits of an effective leader is credibility. If your team doesn’t be-

lieve in your ability to do your job, you’ll struggle to motivate them. Don’t assume your cred-

ibility is apparent. Make an effort to establish it from the beginning by showing your willing-

ness to work hard, modeling the behaviors you’re trying to encourage in others, and keeping

promises and meeting deadlines. Always be prepared for meetings and presentations. Hold

others accountable, treating them fairly and consistently. And, use your power and influence

for the benefit of others. Remember that once you’ve established it, it’s important to contin-

ue to demonstrate your trustworthiness credibility for the long term.

Demonstrate your

CREDIBILITY as a Leader


Posted on : 8/13/2012

This is a special sort of get together, similar to the meeting where you organize people to fig-

ure out the best way to take advantage of an opportunity. In both cases, amateurs usually run

the meetings, and the group often fails to do their best work.

Ignore these rules at your peril:

1. Only the minimum number of people should participate. Don't invite anyone for political

reasons. Don't invite anyone to socialize them on the solution because they were part of in-

venting it--people don't need to be in the kitchen to enjoy the meal at the restaurant.

2. No one participating by conference call... it changes the tone of the proceedings.

3. A very structured agenda to prevent conversation creep. You are only here to do one

thing.

4. All the needed data provided to all attendees, in advance, in writing.

5. At least one person, perhaps the host, should have a point of view about what the best

course is, but anyone who comes should only be invited if they are willing to change their po-

sition.

6. Agree on the structure of a deliverable solution before you start.

7. Deliver on that structure when you finish.

How to run A PROBLEM SOLVING

MEETING

Source : hbr.org/tip and rajeshshetty.com,

Posted on : 8/20/2012

Most organizations limit or frown upon the use of social media in the workplace. Understandably, leaders have nightmarish visions of their employees wasting hours on Facebook and Twitter. But reasonable employee use of social media has actual-ly been shown to benefit companies. Here are three reasons to let your employees

get connected:

More attractive workplace. Many people, especially younger generations, see social media as a staple of work life and seek out employers who understand and

acknowledge the critical role these new technologies play in our world.

Improved productivity. Research has shown that employees who take breaks to surf the internet for fun are ultimately more productive than their surf-adverse

colleagues.

More engaged workforce. Employees not only appreciate companies that allow

them to check Facebook at work, but they also use social media to connect with

colleagues, improve communication, and speed up decision making processes — all

of which helps them engage with their work and the organization.

Encourage the use of

SOCIAL MEDIA @ Work



As a manager, dealing with employees who lack enthusiasm for their jobs or don’t feel connected to the company is a big hurdle. Here are three things you can do daily

to engage your people:

Facilitate progress. Employees feel engaged when they make headway toward ob-

jectives. Provide clear goals and resources to support their progress.

Make work meaningful. Your company doesn’t need a lofty mission to make em-ployees care. They simply need to see how their actions contribute to company value,

like a service or product.

Reward and recognize. Don’t wait for milestones. Show appreciation every day for

the work your employees do.

THREE WAYS TO ENGAGE

EMPLOYEES EVERY DAY

Source: hbr.org/tip

Posted on : 9/10/2012

Crises and special events force us to find "extra" time in our day for crucial tasks. In an ordi-

nary week, however, those hours are buried in unnecessary meetings, interruptions, and inef-

ficiency. Don't wait for the next emergency. Here are two ways to regain wasted time:

Analyze your calendar. Look back at the last month. Which meetings were truly needed

to advance your goals? Then look forward at the coming month and eliminate ones that you

can bypass without any consequence.

Ask for feedback. Our worst time-wasting activities are often invisible to us. Ask direct

reports and peers to identify tasks that you could do less often or stop altogether.

Find your EXTRA Time

Posted on : 9/17/2012


If you're a high-achiever, it can be difficult to grow professionally. You have a successful image

to preserve, so instead of embracing risk, you may lock yourself into a familiar routine. Here

are three ways to break that cycle:

Use your support network. High achievers are very independent. But, everyone needs

help. Ask people around you what skills they think you need to reach the next level.

Be vulnerable. Open yourself up to new learning experiences that make you feel uncertain

at best and incompetent at worst. Remember that those feelings are temporary and a prelude

to greater professional ability.

Admit to small failures. Practice acknowledging uncertainty or confessing mistakes with

people close to you.

Course on ―Creativity‖ from Venture Lab – Stanford http://venture-lab.org/creativity . Course

is signed by 24000 + members across globe.

BREAK THE

HIGH-ACHIEVER CYCLE

Source: hbr.org/tip

Posted on : 10/8/2012

http://venture-lab.org/creativity

In today's economy, finding external talent to fill your company's needs isn't always possible.

Nor is it always necessary. By paying attention and asking the right questions, you will likely

discover myriad hidden talents among your existing employees:

Turn a compliment into an interview. When congratulating an employee on a job well

done, ask exactly what helped her succeed. By better understanding her process, you may un-

cover an unseen strength.

Ask why employees prefer certain tasks or projects. Preferences can be a view into

someone's talents. An employee might enjoy a project because it involves a product she cares

about or because it gave her a chance to design surveys. Knowing which will possibly uncover

talents.

Inquire about dreams. Ask your employees what they would do if they had their career to do over again. Peoples' dreams often include an aspect of themselves they don't regularly

share.

IDENTIFY YOUR

EMPLOYEES HIDDEN TALENTS

Source: hbr.org/tip

Posted on : 10/15/2012

It is common wisdom that failure is inevitable, especially when innovating. If you want people

to take risks and try new things, failure must be an option. But few organizations have actual-

ly created cultures that accept gaffes. To show your support for failure, encourage your peo-

ple to make the most of their blunders. Try adopting a "forgive but not forget" approach. For-

give honest mistakes, but make sure employees learn from past failures so they don't repeat

them.

Smart Link : - 11 Books every young reader must read…

http://blogs.hbr.org/cs/2012/10/11_books_every_young_leader_mu.html

FORGIVE BUT

DON’T FORGET

Source: hbr.org/tip

Posted on : 10/22/2012

http://blogs.hbr.org/cs/2012/10/11_books_every_young_leader_mu.html

When you manage a team of people, adapt your leadership style to meet each person’s needs.

In general there are four types of approaches: directing, coaching, supporting, and delegating.

Depending on the level of your employee’s competence and commitment, choose which will

work best. When your direct report is learning new skills, be directive. Define tasks clearly and

check progress to make sure he’s not faltering. Use periodic coaching when your employee is

learning new skills but needs the freedom to make mistakes and learn from them. Be support-

ive, encouraging highly competent employees who lack confidence. With employees who are

both highly motivated and experienced, delegate tasks. In all cases, your responsibility is to

find the balance between hand-holding and empowering.

CHOOSE THE RIGHT

LEADERSHIP APPROACH

Source: hbr.org/tip

Posted on : 10/29/2012

Many managers are afraid to utter things like: "I don't know," "Would you help me?" or "I'm not

sure I get it." But failing to admit when you make a mistake or lack knowledge makes you less

effective. When you pretend to know everything, you miss opportunities to learn. And if you

try to hide your ignorance or your errors, you'll lose peoples' trust. They know when you don't

know something or make an error. Fess up when you're in those situations. Acknowledge your

own limitations so others can do the same. And when you need it, ask for help and be open to

learning

ADMIT WHEN YOU

DON’T KNOW !

Source: hbr.org/tip

Posted on : 11/5/2012

Traditional leaders see the employee-boss relationship as a transaction: money in exchange for

labor. Transformational leaders know and recognize that employees want much more than

that. Here are the four things your people need to succeed:

Love. This may sound touchy-feely, but love simply means focused concern that is exclusive-

ly for that person's good. Show your employees you care about them and their futures.

Growth. No one wants to be exactly where they are forever. Create a culture that allows

your people to grow and expand.

Contribution. To feel fulfilled, employees must know that they are contributing to the

whole. Emphasize the ways that their work matters to the organization.

Meaning. We are meaning-seeking creatures. Share a vision that demonstrates that all of

your employees are engaged in a larger purpose.

FOUR THINGS YOUR

EMPLOYEES NEED FROM YOU

Source: hbr.org/tip

Posted on : 11/12/2012

Asking questions is an essential skill of a great boss. Yet many fail to inquire enough.

Here are three types of questions you should be asking:

Questions about yourself. Good managers ask themselves and others about what they could

do better. Ask in a way that invites constructive, candid responses.

Questions about plans and projects. These should both advance the work and develop the

people. Tough and direct questions are ok, as long as they are in the interest of progress.

Questions about the organization. Look for ways that the organization can function more

effectively by questioning practices, processes, and structures. Ask: Why do we do things this

way? Is there a better approach?

The questions Every manager

should ask


Posted on : 11/7/2012

Stress is unavoidable, but it doesn't have to be damaging. When managed correctly, strain

can positively impact productivity and performance. Here are three things you can do to

make stress work for you:

Recognize worry for what it is. Stress is a feeling, not a sign of dysfunction. When you start

to worry, realize it's an indication that you care about something, not a cause for panic.

Focus on what you can control. Too many people feel bad about things they simply can't

change. Remember what you can affect and what you can't.

Create a supportive network. Knowing you have somebody to turn to can help a lot. Build

relationships so that you have people to rely on in times of stress.

Turning STRESS into an Asset

Posted on : 11/14/2012


Very few people feel comfortable making mistakes at work. They fear they will lose the re-

spect of their managers and peers, and that their reputations will be tarnished. Yet, mistakes

are often the best teachers. It's impossible for your people to learn something new if they

only do things they know well. Create a mistake-making culture. Encourage your people to

take risks. Help them accept their gaffes and share what they've learned from them. Of

course, there are times when blunders are too costly. But for those less mission-critical

times, ask your people to approach problems as learners, not experts.

Go AHEAD and MAKE A MISTAKE OR

TWO

Source: hbr.org/tip

Posted on : 11/19/2012

Far too many people toil away in jobs that leave them dissatisfied. To avoid — or remedy —

an unhappy job situation, find a position that allows you to do three things:

What you like to do. If what you enjoy doing most is useful, it ought to be part of your

career.

What you do best. Many people spend years trying to improve areas of weakness. Focus

your energy on mastering what you're good at.

What is valuable to the organization. Figure out how your particular strengths can be used to better your company, unit, or team. A sense of contribution will make you feel more en-

gaged.

If your current role doesn't fulfill all three, talk with your manager about changing some of

your responsibilities

FIND THE THREE INGREDIENTS TO JOB

SATISFACTION

Source: hbr.org/tip

Posted on : 11/26/2012

Many managers rely on gut instinct to make important decisions, which often leads to poor

results. On the contrary, when managers insist on incorporating logic and evidence, they

make better choices and their companies benefit. Here are three ways to introduce evidence-

based management at your company:

Demand evidence. Whenever anyone makes a compelling claim, ask for supporting data.

Don't take someone's word for it.

Examine logic. Look closely at the evidence and be sure the logic holds up. Be on the look-

out for faulty cause-and-effect reasoning.

Encourage experimentation. If you don't have evidence, create some. Invite managers to

conduct small experiments to test the viability of proposed strategies and use the result-

ing data to guide decisions.

Stop making decisions that

waste time and money


Posted on : 12/11/2012

Confidence is a key ingredient in leading effectively. Unfortunately, sometimes it’s easier to know your weaknesses than your strengths. Ask yourself these two questions to help find your

self-confidence:

- What do you do well? Make a list of your strengths. These items are not the same as the accomplishments on your resume; they are what made those accomplish-

ments possible. How will your strengths lead you to future successes?

- Why should people follow you? Look at situations where you mobilized your-self and your team to face a particularly tough challenge. Why did people believe in

your ability to get things done and trust that you were the one to follow?

MANAGING YOUR TEAM :

LEAD CONFIDENTLY

Source: hbr.org/tip

Posted on : 12/17/2012

A leadership brand tells people what is distinctive about you as a leader and communicates

what you have to offer. Summarizing your brand in a statement is a useful and often enlight-

ening task.

First, answer two important questions: What do you want to be known for? What results do you

want to achieve in the next 12 months?

Take these two answers and put them into the following statement: I want to be known for

______ so that I can deliver ______. Once you have your statement, be sure that you are living

up to it.

Ask others for input on whether you are achieving your goals and whether they see your lead-

ership brand in the same way you do.


Posted on : 12/31/2012

WHAT’S YOUR LEADERSHIP

BRAND ?

Monday Mrng Mgmt Message

Business

Transcript of Monday Mrng Mgmt Message