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#CareerAdvice : #JobSearch -Best #SalaryNegotiation Scripts For Any Job

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Ask any job seeker or employee about salary negotiations and one of the most popular responses is, “I would negotiate but I don’t know what to say.” Having the right words to say, or write, during a salary negotiation is vital. Communication can make or break discussions and impact your confidence to get paid fairly.

First things first, determine your current worth in the job market. Use Know Your Worth to receive a custom salary estimate based on your title, company, location and experience.  Once you have the information, it’s time to advocate for yourself.

Josh Doody, author of Fearless Salary Negotiation,  knows how challenging it can be to learn to financially advocate for oneself. He  took his first job without negotiating his salary.  Once he got hip to the dance, he doubled that salary.

We teamed with Doody to equip job seekers and employees with exactly how to tackle tricky salary negotiation conversations.

Situation #1: Prying During the Prescreen

How should you respond when you’re asked about salary right off the bat? You want to demonstrate that you’re enthusiastic and cooperative, but you don’t want to tip your hand. Doody explains: “It’s a salary negotiation tactic disguised as a gatekeeper-type interview question.”   

Suggested Script:

Recruiter: What’s your current salary?

You: “I’m not really comfortable sharing that information. I would prefer to focus on the value I can add to this company and not what I’m paid at my current job.”

If the interview team doesn’t know your salary, they can’t use it as their starting point. Doody writes, “that’s probably going to mean a higher initial offer for you.”

Recruiter: What’s your expected salary?

You: “I want this move to be a big step forward for me in terms of both responsibility and compensation.”

Doody points out, “sharing your current salary or your expected salary is not in your best interest. . . They’re interviewing you because you’re a qualified candidate, and they need a qualified candidate. . . They would also like to get a good deal. . They’re not going to stop interviewing you just because you don’t make it easier for them to get a good deal on you.”

If they pass because you won’t acquiesce, that’s a red flag. Doody says, “then they’re extremely motivated to get a bargain…That’s bad news for you even if you get the job.”

One last thing, resist the temptation to tell a white lie when asked for your salary during the prescreening process. If you underestimate what they’re willing to pay, you’re leaving money on the table. If the real answer is that they would compensate someone like you up to $75,000 dollars, and you guess they would pay a salary of only $65,000, you very literally may have just cost yourself $10,000.

If you overestimate and tell them your salary expectation is $85,000, you may set off red flags that cause them to rethink the interview process altogether. This is pretty rare, but you could disqualify yourself by being “too expensive” for them. If your expected salary is well above their budgeted pay range, they may just move on to other candidates with lower salary expectations.

The bottom line is you probably aren’t going to guess what their salary structure looks like, and if you try to guess you may cost yourself a lot of money.

How to Negotiate Your Salary

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Situation #2: Savvy Counter Offering

After you’ve secured an offer, Doody recommends using this formula:

“The counter offer calculator accounts for four factors—the base salary of your job offer, your minimum acceptable salary (“walk away” number), how badly the company needs you to accept the job offer, and how badly you need the job.”

Use “firm and neutral” language like this:

Suggested Script:

“Tom offered $50,000 and I would be more comfortable if we could settle on $56,000. I feel that amount reflects the importance and expectations of the position for ACME Corp’s business, and my qualifications and experience as they relate to this particular position.”

Or, if you had a competing offer:

“Thank you so much for the offer. As I mentioned during my interview process, I am speaking with a couple of other companies. If you’re able to move the pay to [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”][insert your number], I’d be eager to accept.”

Doody explains that email is the perfect medium for this message. This way, the hiring manager can share it in a format that clearly makes your case to each person with whom it’s shared. Your case won’t get the same treatment if it’s restated recollections of a conversation.   

The hiring manager will likely come back with a figure between your base salary and your counteroffer. For Doody, the distance between these figures represents your “salary negotiation window.” He recommends compartmentalizing this window into increments. In the example above, the window is $6,000, so he recommends devising a response for each possible offer.

If, for example, the offer is $55,000 or above, Doody says it’s a taker.  

“If the company comes back with $53,000, then you say ‘If you can do $54,000, I’m on board!’ If they stick with $53,000, then you would say, ‘I understand the best you can do is $53,000 and you can’t come up to $54,000. If you can do $53,000 and offer an extra week of paid vacation each year, then I’m on board.’”

Decide which benefits, like vacation time or flexible working hours, are most important so that you can apply them to bolster the deal. Rank those benefits in your mind and use those in your bargaining. 

  1. Extra vacation time
  2. Work from home
  3. Signing bonus

If they do not accept your second-priority benefit, you move on to your third-priority benefit. Regardless of whether they accept your final response, then you’re finished; don’t get nit-picky or greedy. You have maximized your base salary and maximized your benefits as well.

QUIZ: Is Now The Right Time To Re-Negotiate Your Salary?

Situation #3: Raises & Promotions

Doody explains: “Your primary reason for requesting a raise is that the salary you’re being paid doesn’t reflect your current value to the company. That salary was set some time in the past, so your argument is that you are more valuable now than you were. . . ” You have a fair justification. Now you need the right plan.

Start by mentioning, via email, to your manager that you’d like to discuss compensation in your next private meeting. After that conversation, Doodly advises preparing a strategically constructed, easily sharable salary increase letter.

Suggested Email Script:

“As we discussed, it has been [amount of time] since [“my last significant salary adjustment” OR “since I was hired”], and I would like to revisit my salary now that I’m contributing much more to the company. I’ve been researching salaries for [job title] in [industry] industry, and it looks like the mid-point is around [mid-point from your research]. So I would like to request a raise to [target salary].”

The letter should also highlight your accomplishments and accolades. Doody notes that if your proposal isn’t accepted on the first try, you can work with your manager to create an action plan.

“I would love to work with you to put together a clear action plan and timeline so we can continue this discussion and monitor my progress as I work toward my goal.”

Always remember, your talent is precious, and you deserve to be compensated for it. Learning to foster conversations about compensation is a vital skill that yields rewards.  

 

GlassDoor.com | April 1, 2019 | Posted by Eileen Hoenigman Meyer

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#Leadership : #ProductivePeople -How to Stop Feeling so Overwhelmed at Work.

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There are days where work just seems like it’s closing in on all sides. Your boss has a new deadline for you. Your to-do list stretches on to infinity, and there is a constant stream of Slack messages distracting you every two seconds.

When you feel overwhelmed like this, it is hard to get work done. As I’ve discussed before, the feeling of being overwhelmed comes from the Yerkes-Dodson curve, which dates back to 1908. These researchers pointed out that performance on a task gets better as you have more motivational energy to work on it–up to a point.

Eventually, as you energize yourself more, your performance goes down. That is what happens when you’re feeling overwhelmed. You have so many things going on, that it is hard to concentrate on any one of them, and so you get less productive. The trick is to get yourself back in the sweet spot of the curve where you are working at your peak.

REDUCE YOUR ENERGY

The first thing you need to do if you’re actively feeling overwhelmed is to calm down. Until you reduce that motivational energy level, you will find it hard to get things done.

This is one of the places where mindfulness techniques really excel. They provide a little oasis for you to allow some of that energy (which psychologists call arousal) to dissipate. Close your eyes for a minute. Focus on breathing deeply. Count your breaths. Break the cycle of thinking about how much you need to do by focusing momentarily on something else.

There are times, though, where these mindfulness techniques aren’t helping. And some people find it hard to relax that way. An alternative is to get a little physical exercise. Take a walk. If your workplace has a fitness center, do a cardio workout. The combination of the exercise and the separation from your workspace for a short period of time can help you to get into the zone to get work done.

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FOCUS

Next, you need to work on one thing. Start by finding a high-priority task that you feel you can complete in a short period of time. It is often helpful to start off with a “win” by doing something that you believe you can complete. Putting in a lot of work on a task that you can’t cross off your to-do list won’t help you to feel like you are making progress.

Once you have figured out what you’re going to work on, clear the decks for action. Shut off your email (unless it’s needed to complete the task), so that you aren’t distracted by incoming emails. Put the rest of your agenda (your calendar and list of other tasks) off to the side, so that you aren’t confronted with everything else you could be doing.

Now, get to work. If you’re still having trouble concentrating, then just try to get a 5-10 minute burst of activity done. Find the smallest piece of the task that you can accomplish and get that done. Once you feel like you’re actually moving forward, you’ll find it easier to finish that task, which will provide the kind of boost you need to start crossing other things off your list.

OFFLOAD, IF NECESSARY

It is possible that you feel overwhelmed because you really are overloaded with tasks. If you find that you’re being given new things to do at a faster rate than you can possibly complete them, then it is time to sit down with your supervisor and talk.

Sometimes, there are more efficient ways to get things done. Everyone has to learn to navigate the effort-accuracy trade-off. Typically, the longer you work on something, the better the quality of the product you produce. But, sometimes a particular task does not require as high a quality final product as the one you are creating. That is, you might be able to put in less time on something and still do a job that is appropriate. Your supervisor might be able to show you places where you can put in less effort and still fulfill the requirements of the job.

In addition, there may be easier ways to do things. Your supervisor might be able to recommend other procedures that are better.

Finally, there are times when your supervisor doesn’t realize the scope of things you have been asked to do. You may really be getting too much work for you to handle. Checking in about the workload might allow you to negotiate which tasks are going to be your responsibilities, and which ones can be given to someone else.

As you move higher up in your organization, you also need to learn to offload things on your own. Over time, there will be some tasks that a person who reports to you can handle. Perhaps they won’t do them quite as well as you would, but with your supervision, their performance will also improve. In those situations, start handing off tasks to others to make sure that your own workload becomes manageable again.

 

FastCompany.com |  June 3, 2019

#Leadership : #BossRelationship – Exactly What to Say in These 7 Difficult Conversations with your Boss. A Must REad!

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Nearly one-third of professionals admit they’d rather work an extra six hours a week than seek help in the workplace, according to a recent report from LinkedIn. This stands in sharp contrast to the number of professionals who said they’ve needed help at some point in their career.

An overwhelming majority (84%) of respondents confessed this, and among their chief concerns were dealing with stress, challenges with colleagues or managers, starting new projects, and making mistakes.

Of course, it’s easier to confide in a compassionate colleague, but be warned: If you avoid talking to your supervisor, you could be making things even worse.

If the thought of approaching your boss to ask for a raise, try your hand at a new project, or simply sharing some challenging feedback has you shaking in your shoes, take heart. We’ve asked a number of leaders to offer advice on what to say and how to say it. You’re welcome.

DIFFICULT CONVERSATION 1: “YOUR MANAGEMENT STYLE ISN’T WORKING FOR ME.”

The first step for the discussion is to be aware of how you’re feeling as an employee. Second, you need to reframe the conversation to be around learning and growing. Upward feedback isn’t an opportunity to tell off your manager, it’s an opportunity to help them become a better leader. Hold their success as your intention, and then clearly and directly share what you are seeing and what isn’t working. If you are genuinely connecting with your manager and caring about their future and their success, the manager will receive your feedback.–David Hassell, cofounder and CEO, 15Five

DIFFICULT CONVERSATION 2: “I’M EXPECTING A BABY.”

Sharing the news that you’re pregnant should be as exciting at the workplace as it is with friends and family. But for too many women it’s an unnecessarily stressful conversation with their boss, usually out of uncertainty about the futures of their careers. Nearly twice as many women are nervous to tell their boss they’re pregnant than five years ago, according to Bright Horizons’ fifth annual Modern Family Index.

Before speaking with your boss, take some time to check in with yourself. Know the value you bring to your team and the company, and have an action plan in place for your maternity leave and return to the company. Most importantly, go into the conversation confident and with a positive attitude. This is a great opportunity for you to learn more about the benefits your company provides for expecting and new parents, and for preparing for a new phase in what it means to be able to bring your whole self to work.--Maribeth Bearfield, chief human resources officer, Bright Horizons

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DIFFICULT CONVERSATION 3: “I’VE MADE A MISTAKE.”

It’s important to address it honestly and take ownership. One of the most frustrating things as a manager is when someone immediately starts blaming everyone else instead of taking responsibility. Be solutions-oriented, sharing what happened and how you plan to fix it. I would also suggest sharing what you learned from the experience and what you’ll do to ensure it won’t happen again. This is a great opportunity to showcase your growth mind-set. Every single person makes mistakes. But you have the opportunity to show what kind of person and employee you are in how you address, fix, and learn from them.--Sarah Alpern, vice president of user experience, LinkedIn

DIFFICULT CONVERSATION 4: “I WANT A RAISE. (BUT DEEP DOWN I DON’T FEEL LIKE I DESERVE IT.)”

Asking your boss or supervisor for a raise when you deal with imposter syndrome can feel scary–especially as you may feel alone in the doubt, fear, and questions you have about your abilities, skills, and contributions to the workplace. As a female leader, I often struggle with imposter syndrome and frequently doubt the accomplishments that I set out to achieve.

One tip to overcome this is to constantly write down your contributions and where you provide the most value in the workplace–ranging from small, tactical wins to big successes. Then, when you’re looking to ask for a raise, come to the meeting prepared with a set agenda and speak to the accomplishments or goals you’ve completed throughout your time as an employee. Showing the value you provide to your team and workplace when speaking to your manager will not only minimize the doubts that come along with imposter syndrome, but it will also emphasize your capability and worthiness of a raise or promotion.

Another great option is to look for those outside of your workplace who can cheer you on and provide words of encouragements before asking for a raise. For me, having my daughter as my biggest cheerleader and seeing in her eyes how proud she is of me gives me the energy and passion to keep going. Find those sources of energy for you and keep them in mind when you show up to work each day. When you come to work with positive energy and feel motivated, talking about uncomfortable topics with managers will become less challenging.--Andee Harris, president, YouEarnedIt/HighGround

DIFFICULT CONVERSATION 5: “I GOT ANOTHER, BETTER JOB OFFER.”

If you want to keep your job, approach your boss with a shared problem–you’d like to stay, but the market price for people like you has gone up. And while you love your current work and responsibilities, you’d also like to care of your family/yourself. So ask if your current boss can take this compensation issue off the table by matching the competitive offer so that you can do the right thing. Warning: You only get to do this every two years or so until you’re considered a mercenary, so make sure it is worth bringing up with her or him.

If you want to leave, be pleasant, polite, and persistent. Say something like: ‘I’ve decided that what’s best for me for my career is that I’m going to be taking a new role at Acme. I thank you very much for your time and the experience here.’ Two weeks’ notice is still the bare minimum to be considered not burning your bridges. Offer to assist with the transition, and be firm that you’re not considering staying at this time.–Marc Cenedella, CEO of Ladders

DIFFICULT CONVERSATION 6: “I HAVE AN IDEA FOR A NEW PRODUCT BUT DON’T HAVE THE AUTHORITY TO DEVELOP IT INDEPENDENTLY.”

You should always come from the perspective of driving value for your customers. Pitch the product or solution from the perspective of how this solution helps customers or users be more effective and efficient. From there, focus on clearly defined ownership, the best ways to collaborate, and overall resourcing. Bosses love to see plans that are well thought through and will be happy to support you as a result.–Maria Zhang, VP of engineering, LinkedIn

DIFFICULT CONVERSATION 7: “I NEED HELP ASSESSING MY SKILLS SO I CAN DEVELOP AS A LEADER.”

While the role of your manager is to develop you and unlock your potential, it is also important for you to be thoughtful and proactive in your approach to your own career development. This starts with being self-aware and knowing what is expected of you in your role and how your success will be measured. When you meet with your manager, along with setting and checking on core goals for your role, share your perspective on where you want to grow, and how you’d like to accomplish that. Ask for your manager’s feedback and partnership to define ways to stretch yourself professionally. Don’t forget to then track your results and report on your progress. In addition, don’t count out your peers! If your colleague is a stellar salesperson, ask if you can shadow them. It helps to learn from the best.--Ty Heath, global lead, Market Development LMS

Regardless of the issue, know that you’re not alone. “Approaching difficult conversations with your manager is never easy, no matter what your relationship is like with your boss,” says Alexandra Clarke, director of recruiting for ForceBrands. Overall, she says, to ensure the direction of the conversation is healthy and productive, regardless of how tricky the topic, make sure you have a plan, purpose, and agendabefore you have the conversation.

Ask for feedback and advice where necessary, Clarke maintains, and always listen. Most importantly, she adds, be professional. “Be receptive and open to the idea that even if the meeting doesn’t go as planned, you were able to engage in a difficult conversation that won’t compromise or undermine your role,” Clarke explains, “and before leaving the discussion, suggest scheduling a follow-up meeting to regroup on the topic in a few days.”

ABOUT THE AUTHOR

Lydia Dishman is a reporter writing about the intersection of tech, leadership, and innovation. She is a regular contributor to Fast Company and has written for CBS Moneywatch, Fortune, The Guardian, Popular Science, and the New York Times, among others.

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FastCompany.com | January 30, 2019

#Leadership : How to Deal When your #Boss Plays Favorites…It’s Human Nature to have Preferences. It’s Unfair and Shouldn’t Happen, But If your Boss Seems to Be Passing you Over in Favor of Someone Else, here’s How you Can Keep your Career from Tanking.

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At work, however, this natural tendency can quickly become toxic if preferential treatments are coming from the boss.

Especially if you’re the one suffering at the expense of favoritism.

In the best case scenario, your boss’s favoritism will pass without negatively impacting your career growth. In a more sinister case scenario, the favoritism continues on far too long and your professional growth suffers. You are kept out of secret meetings and brainstorming sessions. You don’t get assigned projects that can help you grow. You aren’t given credit after working hard on an assignment.

After awhile, the unfair treatment could end up damaging your ability to succeed.

“It’s really important to approach this kind of scenario with integrity and maintain a sense of confidence,” says Donna Sweiden, executive career coach at CareerFolk LLC. “Don’t let it become a chip on your shoulder, even if it might be difficult, but rather continue to engage in the work and this might be tricky because of the constant rejection.”

In order to persevere, below are four ways to handle not being your boss’s favorite:

1. BE STRAIGHTFORWARD ABOUT WHAT YOU WANT

Maybe your boss resonates with your coworker. Maybe there’s something about her that reminds your boss of himself. It doesn’t matter because you can’t do anything about it. What you can control, however, is how you react to it.

One way to deal with this situation is to “deal with the little things instead of the big picture,” says Barbara Pachter, business etiquette expert and author of the book, The Communication Clinic: 99 Proven Cures for the Most Common Business Mistakes. So instead of focusing on the fact that your boss is playing favorites, turn your attention instead on what you want that you aren’t getting. If you want a special assignment, do your homework, go in, and ask for it.

If there’s a career goal you’re trying to reach, tell your boss about it, and then ask advice on how you can get there. The most important thing is to be straightforward. Otherwise, it might not be that your boss is playing favorites, but rather they just don’t know what you want.

“It is possible that the way you’re speaking up, or the way your appear when you’re speaking up can seem wishy-washy,” warns Pachter.

 

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2. GO ABOVE AND BEYOND

You can’t control your boss’s bad behavior, and focusing on it will only eat away at your psyche and defeat you. Instead, focus on improving yourself. Eventually others will notice the good work you’re doing.

Pachter advises putting everything into your work and going above and beyond during this painful period. Get in early and stay late. And if you can stomach it, consider what it is about your boss’s favorite that has earned them special treatment. Is there anything the favorite is doing that you can learn from?

3. ASSERT YOURSELF

If you continue to do good work, you have to trust that eventually others will notice. And they might even notice your boss playing favorites, if the behavior is overt enough. One way to help people notice the good work you’re doing is to advocate for yourself. What are you doing to build your reputation outside of your department? Are you getting involved in projects with others who can vouch for your work? Can you get a mentor who can help support your career growth? Finding different avenues to success may take a bit more time and creative energy when you don’t have a boss who supports you, but eventually, articulating and advocating your values is something you’ll have to consider if you want to get the attention you deserve.

4. MANAGE UP

At some point, if your boss’s preferences are no longer something you can ignore, then it’s time to manage up.

“Obviously you can’t go on this way,” says Sweiden. “You will have to figure out a way to develop some kind of relationship with the manager.”

She adds: “Ultimately, it’s less important that people like you, but building a workable relationship is very critical because when things get difficult, you need that relationship, that foundation, to talk things out.”

However, if you’ve tried building a trusting, cordial relationship with your boss, but they’re just, quite frankly, a jerk, then it might be time you communicate this to them.

Sweiden advises asking for advice in a nonthreatening way, like “How am I doing?” By involving your boss, you’re acknowledging their expertise and also communicating that you’re on the same team. You can also bring up the fact that you’ve noticed the favorite has received X,Y, Z opportunities and you’d like to know how you can also get similar opportunities (assuming you are equal in competence and diligent). Next, be very clear on the opportunities you want.

Whatever you do, always try to separate your emotions from the conversation, especially if the favoritism has gone on for some time and has festered into loathing.

Vivian Giang is a business writer of gender conversations, leadership, entrepreneurship, workplace psychology, and whatever else she finds interesting related to work and play. You can find her on Twitter at @vivian_giang.

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FastCompany.com | October 12, 2018 

#CareerAdvice : This is How you can Disagree with Senior Management and Keep your Job…When it Comes to Presenting your Arguments the Right Way, you First Need to Decide if you’re Disagreeing for the Right Reasons.

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Life is made up of disagreements large and small, with everyone from your spouse, kids, or parents, to strangers on the street. But perhaps one of the most fraught and stressful situations is when you disagree with the person who can decide whether you keep your job.

Gabriel Grant, CEO of Human Partners and author of the book Breaking Through Gridlock: The Power of Conversation in a Polarized World, says disagreements can sometimes feel threatening because they can come off as dismissive to a subject someone holds close.

“When that’s your identity, what you love, and what you value most, there’s presumably a lot on the line,” he says.

When it comes to presenting your arguments the right way, you first need to decide if you’re disagreeing for the right reasons. If there is something important to add to the discussion, and you’re not countering just for the sake of it, then consider the below for the forgotten art of disagreeing in a constructive manner:

1. KNOW WHAT STYLE INFLUENCES THE OTHER PARTY

When it comes to persuasion, a huge factor in success is the planning. And a major part of that planning is understanding how the other party prefers to communicate.

“One of the things about having a boss is you have to know what sort of style influences them,” says Priscilla Claman, career coach and president of Career Strategies, Inc. “There’s a reason why the New York Times, among others, have all these gorgeous charts and graphs. They’re very influential.”

In short, is this person a data-rich person? Or are they more influenced by how their decisions impact others?

 

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2. RECRUIT CREDIBLE SOURCES FOR YOUR CAUSE

If you’re really stuck, and the other party just isn’t hearing you at all, it might be time to widen the circle of people you need to persuade. One strategy is rounding up people who agree with you and make a joint presentation, as the more people behind a cause, the more credible it becomes.

Another strategy is to recruit the help of someone you know the other party trusts. For instance, if you know your boss really trusts a particular executive, try to persuade that person, then ask them to share the information with your boss.

“It’s actually a very good strategy,” Claman says, “but the downside is that if you’re right, you never get the credit for it. But at least you stop the problem from going over the cliff.”

WHEN THE CONVERSATION IS REALLY STUCK

For those really sticky conversations that feel like you’ll never be able to reach an agreement, there’s still a chance you can stay true to yourself, get your message across, and simultaneously strengthen your relationship with the other party.

Grant, who regularly works with social and environmental change leaders, provides two tips for when you’re trying to change someone’s mind, but the conversation is at a gridlock:

1. Focus on results. In challenging conversations, we end up reacting to what Grant calls a gap between the world that we want and the world in which we’re currently living.

In other words, if your superior is really upsetting you, Grant suggests reacting in a way that is consistent with what you want in the future, not with how things are right now. So, if your goal is to have a future where people are cooperative, then being upset or angry–even if those emotions are valid–isn’t going to contribute to the future you want to create.

Case in point: Executive A sends Executive B an email saying that Executive B was angry, judgmental, and dismissive when he should have been cooperative and supportive in their last meeting. However, the email itself isn’t cooperative and supportive, so how can the result ever be cooperative and supportive?

“Who you’re being is wildly more powerful than what’s being said,” says Grant, so before you make your point, make sure you first deal with your own background conversation. Take care of any thoughts, opinions, and judgments you may have, or you won’t be able to have a successful conversation out in the open later on.

“Most of the conversations we have are like the iceberg under the water, and what’s being said is what’s above water,” explains Grant. “And if you think changing what’s being said is going to make the difference, then you’re not actually moving the iceberg, you’re just moving the ice around above the water.”

2. Identify hidden baggage that came before you. Sometimes you aren’t the reason why someone can’t hear you. Sometimes it’s baggage that’s projected onto you because of all the people and experiences the other party encountered before you.

Grant explains: “When I identify as an environmentalist, then all of the baggage, all of the background conversation around environmentalists immediately gets put onto me, so all of sudden I’m working through that, and I don’t even know that I’m working through that because I just met you.”

One of the ways you can get around this is identifying the baggage that came before you and is following you into conversations. You can do this by trying to imagine what the other party might think you stand for, what they might think you’re advocating for, and acknowledge it at the start of the conversation.

THE CONS OF NEVER DISAGREEING

Because disagreeing and conflict trigger the flight mode, and emotional stress is felt throughout the body, it’s natural to want to avoid it. But navigating those tough conversations are needed in our polarized world. It’s needed for diversity of thought and ideas. In organizations, disagreeing defeats groupthink, and that’s why the best teams know how to disagree and encourage it.

On an individual level, the art of disagreeing is needed lest we become a “yes” person to our superiors. And even if your boss isn’t directly telling you so, they want you to disagree when needed and bring something new to the table.

“It doesn’t always mean disagreeing,” Claman says, “but it does mean being prepared to disagree.”

ABOUT THE AUTHOR

Vivian Giang is a business writer of gender conversations, leadership, entrepreneurship, workplace psychology, and whatever else she finds interesting related to work and play. You can find her on Twitter at @vivian_giang.

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FastCompany.com | October 9, 2018 

#Leadership : #Manager -Consider this Before you Become Friends with your #Boss ….Boss-Employee Relationships can be Complicated–Much More So than Between Colleagues Who are at the Same Level.

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Back in the day, I worked full-time for an electronics company where I got to collaborate with fun, creative colleagues and help design some really interesting products. Not only were my coworkers great, but my boss was also a downright wonderful human being with whom I got along really well–so well, in fact, that we started spending time together outside the office.

That generally meant going out to lunch together a few times a week or grabbing the occasional drink after work, and I was good with that. But when I decided to host a barbecue for a bunch of friends one summer, I was torn as to whether I should include my boss on the guest list.

I’m sure I’m not the only person who’s faced the “befriend the boss or not” dilemma. And frankly, my conflict was understandable. Boss-employee friendships can be complicated, much more so than relationships with workplace peers.

Maybe it was the imbalance of power at play that made me uneasy. Maybe it was my fear that if I angered my boss on a personal level, it would translate into an unpleasant work situation. And that’s why I toyed with that guest list–and the greater issue at hand–for quite some time.

Related: These are 4 types of bosses you’ll have, and how to deal with them 

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TO BEFRIEND YOUR BOSS OR NOT: THAT IS THE QUESTION

Establishing a friendship with a manager certainly has its benefits. For one thing, the closer you grow outside the office, the better your boss is likely to treat you inside the office. That means you might get a bit more slack when it comes to things like pushing back deadlines, leaving early as needed, or working from home. And while your boss will probably claim not to play favorites, the next time a promotion comes up, there’s a good chance your name will make it to the top of the list.

There’s also something to be said for getting to work directly with someone you relate to on a personal level. We spend so much time at the office that having a boss you consider a friend could make for a much more pleasant, fulfilling experience.

Related: The emotionally intelligent way to give feedback to your boss

But then there’s the downside to look at. Being friends with your boss means automatically commingling your work life and personal life. That’s not necessarily a healthy thing. Plus, if a personal conflict does arise, you’ll have to worry about its impact on your career.

Even if things never sour with your boss, your coworkers might come to resent the fact that you and your manager are buddies. And that could strain those relationships and hurt your career in other ways.

So what’s the solution? Mine was to keep our friendship casual. I would continue to join my boss for lunch or happy hour, but for the most part, we only socialized during or immediately after working hours. I also made a point not to share too many details with him about my personal life, and now that I think about it, he was equally guarded.

And frankly, that arrangement worked out well for us. Had I invited my boss to hang out at my home, it would’ve crossed a line I just wasn’t comfortable with, so instead, we maintained what I like to call a low-grade friendship.

Several months later, my manager left the company, and we stayed in touch for a while until he moved away and our communications grew increasingly sporadic. But whenever his name comes up, I think fondly of the time I spent working for him, all the while being grateful that I had the good sense not to add his name to that guest list.

 

FastCompany.com | August 10, 2018 | BY MAURIE BACKMAN—THE MOTLEY FOOL 3 MINUTE READ

#CareerAdvice : Unhappy at Work? Answer These 7 Questions to Determine Your Next Move…Unhappiness at Work is a Personal & Professional Growth Opportunity.

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Roughly 64 percent of Americans are disengaged at work according to a study conducted by Gallup. To many professionals, this condition is unacceptable. They are working diligently to modify so they can get more joy out of life and more progress in their careers.

Unhappiness at work is a personal and professional growth opportunity. Use your discontent as an excuse to investigate the cause, or causes that are keeping you from feeling professionally satisfied.

Others struggle in this area, floating along uninspired at jobs they dislike. Perhaps convenience, fear of change, obligations or laziness block these folks. Are you one of them? If you are, here are seven questions you should ask yourself to figure out what you should do next.

1. What does success mean to you?

Let’s tackle the hardest question first. If you know what success means for you, you’ll be better equipped to know if your current job, company, and profession are likely to help you be successful.

Often success is coupled to things you are passionate about. For example, if your passion is being a great parent, then perhaps professional success is having a job that gives you the income and flexibility to provide for your children.

If you’re unsure of what success means for you, answer this question first before moving on. Otherwise, you’d be considering a career change without first understanding how a career change can best serve your long-term goals.

Related: How to Be Successful and Live the Life You Want

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2. Do you find your work rewarding?

Go with your gut in answering question number two. If you find your job rewarding, you’ll answer affirmatively right away. If you hesitate, the answer is probably “no.”

If you find the work rewarding, then you may be feeling disengaged because of the organization for which you’re working. If that sounds right, you can either work to fix your organization, or you can jump ship.

If the answer is “no,” then consider question three.

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Related: Taking a Job Overseas Is Challenging, But So Rewarding

3. Are you excited about your career prospects?

While not ideal, it is sometimes the case that early professional dissatisfaction can lead to long-term contentment. This is often true for professions, such as law or finance, where tenure is a meaningful component of advancement. If your long-term career prospects are exciting, then find a way to grind it out by working for an organization that makes your early years as bearable as possible.

On the other hand, if you aren’t excited by your long-term prospects, and you aren’t satisfied with your work as it is today, it’s time to contemplate a career change.

Related: 4 Reasons Employees See a Bleak Career Path and Quit

4. Is your manager equipped and motivated to help you advance your career?

Personal and professional growth is considerably harder without a knowledgeable and attentive professional mentor to rely on or look up to. Ideally, this person is your direct manager.

It’s a red flag if your manager isn’t taking time out of his or her day to meet with you weekly, or at the very least, bi-weekly. Similarly, if your one-on-one meetings with your manager feel more like a status report than an opportunity for you to ask questions and receive feedback, your manager probably isn’t helping you grow.

If this sounds like the problem, the first step is having a candid conversation with the manager, and with the manager’s supervisor. If that isn’t possible, or hasn’t worked, consider switching to another team within the company, or to another company.

Related: What Bad Managers, Good Managers and Great Managers Do

5. Are you confident your company will be successful in the long run?

It is dispiriting to work for a company with poor long-term prospects. Why strive for excellence when your company is not and will not be successful?

If this sounds familiar, you’ll need to understand whether or not your lack of enthusiasm is related to the work (your responsibilities, and prospects), management or company outlook. Otherwise, you may find yourself just as dissatisfied while working for a more successful company.

Related: 8 Telltale Signs Your Company Is Going Under

6. Do your colleagues help you to grow professionally?

The best organizations hire and retain world-class talent. As a result, employees at successful companies don’t need to rely just on managers to grow professionally. They can also receive feedback from peers.

I have found some of my greatest “mentors” to be people who I work with who are 10 years younger than me.

It’s easier to feel motivated at work when colleagues are motivated and successful themselves.

Do you feel as though you are surrounded with “A” players who care about what they do?

If you answered “no,” and would like to continue working in your current field, consider investigating question seven.

Related: Can Peer Feedback Lead to Better Self-Awareness?

7. Would a degree help you to meaningfully advance your career?

Though it may be a misguided hiring practice, companies that hire and retain the best people often use degrees or higher-degrees as a sorting mechanism to focus only on world-class professionals.

It may be that you would find it more beneficial to surround yourself with elite colleagues, and managers at more successful companies with a particular degree in hand.

A simple trick to answering this question is to turn to LinkedIn the next time you hear about a superstar in your industry. Do that a few times and look at their education experience.

As part of your research, use tools like Glassdoor or Payscale to see if a particular degree meaningfully increases your salary. And look at education requirements associated with your dream jobs.

Unhappiness is an opportunity.

Unhappiness at work is a personal and professional growth opportunity. Use your discontent as an excuse to investigate the cause, or causes that are keeping you from feeling professionally satisfied.

In conducting your research, remember that answering yourself honestly is the only way you’ll be able to make the changes necessary to find yourself feeling happy at work.

 

Entrepreneur.com | August 7, 2018 |  John Boitnott VIP CONTRIBUTOR

 

#Leadership : #WorkPlace – All your #CoWorkers’ Weird Behavior, Explained…. A Psychologist Breaks Down the Three Factors that Drive most People’s Actions. Understand These, and your Colleagues’ Behavior Won’t Seem so Puzzling.

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Succeeding at work requires understanding other people’s actions and the motivations behind them: Did your colleague intentionally word her email in a way meant to undermine your credibility? Did your client fail to call back because he’s thinking of using another supplier? Did your boss pass you in the hallway without smiling because she’s angry at something you said in your last meeting?

There’s a good chance that, without realizing it, you habitually choose a particular type of explanation for other people’s behavior. And the one you tend to choose matters, because it determines how you react. If you misdiagnose the cause of someone’s actions, you run the risk of doing something that could make a situation worse. To avoid that, it helps to understand the primary factors that drive most people’s actions. Here are the top three worth thinking about anytime you’re puzzling over something a colleague might’ve done or said, and determining how best to respond.

Related: How these 4 different personality types find motivation

1. TRAITS

This is arguably the most common factor people use when thinking about other people’s behavior. A trait is a stable tendency someone displays in their interactions with the world. Many (but not all) of these traits reflect personality characteristics that guide people’s choices and actions. For example, you may assume your colleague said something to undercut your credibility because you know her to be manipulative. This tendency of hers corresponds to the common personality characteristic of Machiavellianism, which reflects the degree to which individuals try to manipulate others for their own gain.

Yet despite how often we use traits to explain others’ behaviors, psychological studies generally suggest that personality characteristics account for only around 20%–30% of differences in individuals’ behavior (and the real world, of course, is even messier than controlled studies). That means you probably need to look beyond traits to understand what other people are doing and why they’re doing it.

Related: These personality tests found things out that only my mom knows

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2. SITUATIONS

Situational circumstances play a big role in what people do and don’t do. So when you’re trying to evaluate what a coworker has done, you also need to think about the context in which they’ve done it. Suppose you left two messages for a client who hasn’t called you back. See if there’s anything you know about that client’s work that might help you figure out what’s going on. You might notice, for instance, that it’s toward the end of their fiscal year, and so they may be dealing with budgets.

Considering the context might sound like an easy or obvious thing to do, but our tendency to interpret events based on personality traits can make situational factors hard to see. To help you out, imagine yourself in the other person’s shoes for a moment: What might be going on around you that would lead you to act as that person did? Even if you can’t diagnose their behavior accurately this way, it may help you avoid assuming that the primary reason for their action was a trait.

3. GOALS

The third big determinant of someone’s actions is their current goals. Most of us overestimate our own impact on people’s behavior. As a result, we assume that we ourselves somehow figure into the explanation for why somebody’s acting in a particular way, when in reality we don’t. It’s much more likely they have some other goal in mind that’s driving what they do.

For example, your boss may have passed you in the hallway without smiling because she’s late for a meeting with a senior executive. She is isn’t angry at you for some prior comment (a situation), and she isn’t generally a cold person (a trait); she’s just mentally preparing for her next meeting (a goal) while on the run. So before jumping to conclusions about someone’s behavior, ask yourself what goals might lead them to act as they did.

As a general strategy, it’s smart to mentally cycle through the traits, situations, and goals that might be motivating your coworkers’ perplexing behavior. The more possibilities you consider, the better prepared you’ll be to respond effectively.

FastCompany.com | 08.01.18 | THE SCIENCE OF WORK

#Leadership : #EmployeeRetention – Plan your New Hire’s Next Job from the Moment they Start… Here’s how Here are Three Ways to Start Preparing your #TeamMembers for New and Different Roles Inside the Company (before they find other opportunities outside it).

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Remember when staying in a job for less than a few years was considered a stain on your resume? That’s no longer the case. By one recent estimate, the average length of time people now spend in a given role is just a little over two years among workers ages 25–39. And who can blame them?

Baseless millennial stereotypes notwithstanding, it’s people earlier in their careers who tend to fill lower-level positions, which typically involve at least a few unexciting tasks. I’ve noticed entry-level employees at my own company getting anxious to take the next step in their careers even sooner than they’d used to. Many of our sales reps now start eyeing their next internal moves after just six to eight months.

So lately I’ve had to think creatively about ways to keep new hires engaged while extending their professional lives inside the company. Here are a few methods we’ve come up with.

BREAK ROLES INTO TIERS

The most employee movement we see here at Vidyard is in our sales department. As with a lot of front-line jobs, it’s hard to keep this area dynamic because sales isn’t necessarily a role where you can rotate people through varied projects, like we do with our developers. So instead we’ve introduced tiers to certain sales positions, transparent step-ups that come with added responsibilities and pay. Importantly, these aren’t promotions out of a role that somebody has only started to master. Rather, we’re building discrete new functions into that role.

A higher-level tier might include new responsibilities like mentoring newer hires, taking on bigger accounts, or shadowing more senior team members. Yet each new level comes with commensurate pay increases to reflect the advancement.

Having clear tiers for sales jobs lets our new hires see from the outset that they’re never “stuck” in an entry-level role, and it shows them exactly what they need to do to make it to the next level. They get the support and encouragement to add to their skill sets while also getting better at selling–the critical function they were hired for. For now, we’ve limited this “slice-and-dice” approach to sales, where there are clear, repeatable duties. But it’s not hard to see how it could be useful elsewhere.

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ASK AMBITIOUS EMPLOYEES TO SELF-ASSESS

As any manager knows, dealing with an employee who’s pushing for a promotion before they’re ready can be a tricky (and common) situation. The challenge is to be realistic without dismissing their desire to advance. Simply telling someone they’ll have to stay put will only breed resentment and accelerate a move–likely outside your company.

So we’ve tried to develop what I think of as a readiness pulse-check. Flip the tables and give eager team members a chance to assess their own readiness for a promotion (or lack thereof). A little while ago, one new hire joined Vidyard as a “concierge,” helping direct customer inquiries to the right place, but his heart was set on getting into sales. When he pleaded with me after just a couple months to make the move, I assigned him some homework: I asked him to spend some time with other leaders in the company to learn exactly what his dream job entailed.

He soon realized he still had some work to do, but he now knew exactly which skills and qualifications he’d need to move forward. Within little more than a year, he successfully made the switch and has continued to move up the ranks. In fact, using this same approach, he went on to segue into a product manager role, where he’s in charge of bringing our tools from ideation to market.

Putting the onus on your ambitious employees to figure out whether they’re truly ready for the next step is a great way to give them some control over their career paths. Some may resent the perceived roadblock. But those that rise to the occasion will be doubly dedicated to their jobs, and double their value to you by learning more about how the company works.

EXPERIMENT WITH SWAPS AND LOANS

Indeed, sometimes the best ways to keep team members happy is to encourage internal mobility across functional areas. Jumping to a new role or department can revitalize enthusiasm and preserve institutional know-how while also busting up silos.

We recently began experimenting with a loaner program to let employees cross departmental lines in their work, something that other tech companies have been doing for years. Right now, our initiative is admittedly small and operating on a four-month trial, but I’m excited to see where it leads in the future. Other times a change of scenery is all it takes to renew someone’s enthusiasm for their job. We have a satellite office in another city on the West Coast, and we’ve had a few team members request to make the move. While this doesn’t always entail a change in job description, the shift in setting is often a welcome change, with the added benefit of strengthening our company culture through cross-pollination between offices.

In my opinion, keeping a good employee for many years is important; it’s the goal of every great leader I know. The key is to creating a climate where people hungry to amass new skills can genuinely see a path forward. In the end, a stifled, inflexible workplace only leads to the exodus of your best and brightest. The earlier you start thinking about where your newest hires might be headed, the sooner you’ll start seeing them maximize their potential and make your organization stronger–no matter how long they’re there.

ABOUT THE AUTHOR

Michael Litt is cofounder and CEO of the video marketing platform Vidyard. Follow him on Twitter at @michaellitt.

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FastCompany.com | July 20, 2018

Your #Career : 5 Things you Should Never Tell your #Boss (and What to Say Instead)…What you Say to your Boss can Impact your #CareerGrowth in the Company, So Choose your Words Wisely.

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Whether you’re lucky enough to have a great boss or have an uncomfortably rocky relationship with your manager, it pays to put some thought into your interactions. The language you use with your boss could end up dictating whether you get promoted, end up on the chopping block, or fall somewhere in between.

With that in mind, here are five phrases you should make an effort to avoid uttering to your boss–even if they seem appropriate on the spot.

1. “THAT’S NOT IN MY JOB DESCRIPTION”

We all have our share of grunt work to tackle on the job, whether we’re entry-level assistants or senior-level executives. So if you’re asked to do something that’s outside your purview, don’t be so quick to push back. Rather, be a good sport and comply, especially if it’s the first time you’re being put in that position.

Furthermore, if you’re going to push back, do so on the basis of being too busy, as opposed to being too good for the lowly or undesirable task your manager attempts to assign. Saying, “I’m afraid that doing this will cause me to miss my project deadline” sounds a lot better than, “That’s not what you hired me to do.”

Related: Yes, you can still get stuff done with a hands-off boss 

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2. “THAT’S NOT WHAT YOU SAID”

In the course of our jobs, we’re often put in situations where there’s some miscommunication. But if that happens, and your boss calls you out for not following instructions, don’t bite back by insisting you’re in the right and he or she is in the wrong. Unless you have documented proof that your boss said what you claim he or she did, keep quiet.

Even if you have that proof–say, your manager sent instructions in writing, and is now backtracking and trying to put the blame on you–be polite about it. Pull up that email and say something like, “I really thought I was following these instructions precisely. Please show me where I went wrong, and let’s see how we can fix things.” It’ll spare your boss the embarrassment of being wrong, thus sparing you some backlash later on.

3. “IT’S NOT MY FAULT”

We all make mistakes at work. So if your boss calls you out on one, own up to it rather than deflect the blame. Even if you aren’t at fault, there’s a politically correct way to make that clear. For example, say your manager asks you to provide an estimate for a project, and you use your colleague’s inaccurate data to arrive at your own set of incorrect numbers. It’s easy enough to claim that you’re not at fault and point a finger at your coworker instead. But rather than go that route, say, “I should’ve done further diligence before relying on Bob’s numbers. I’ll be happy to run those calculations again and get you a more spot-on estimate.” This shows a degree of maturity that your manager will no doubt appreciate.

Related: How to talk to your boss about your career goals 

4. “IT CAN’T BE DONE”

Maybe your boss wants you to turn around a major report in two hours, when you know it would normally take five to get that sort of task done. Tempting as it may be to throw your hands up in the air and state that it can’t be done, find a way to get it done to some degree. You might say, “I can turn around the first half of this report in time, and then prioritize the remainder first thing tomorrow.” It’s not a yes, but it’s also not a no, and that might be just enough to appease your manager.

5. “IT’S NOT FAIR”

Here’s a news flash: Life isn’t fair, and that applies to office life as well. So yes, maybe you’re being asked to work late for the second time this month when your colleague who sits next to you has yet to be asked, but for the love of job security, don’t mouth off to your boss about how unjust that situation is. You never know what weight your other colleagues are pulling, and what they’re sacrificing to get their jobs done. You also may not know what rewards your boss is secretly planning for your solid effort (more money, perhaps), so before you complain about things being unfair, take a step back and try to power through.

Related: Four times your boss doesn’t want your input (and how to get heard anyway) 

Now if it becomes obvious that your boss is blatantly treating you unfairly–say, you’re always working late while every other member of your team clocks out at 5 p.m. consistently–then that gives you a leg to stand on. But think long and hard before moaning about one-off requests. And if you do complain, do so diplomatically. Try, “With all due respect, it seems like I’ve been pulling some long nights at the office lately. Can I help bring some other folks up to speed on these issues to better divvy up the load?”

Saying the wrong thing to your boss can come back to haunt you. Avoid these career-zapping phrases, and you’ll be a happier employee for it in the long run.

 

FastCompany.com | June 13, 2018 | BY MAURIE BACKMAN—THE MOTLEY FOOL 4 MINUTE READ