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#Leadership :10 Reopening Actions Every Employer Is Being Urged To Take By Safety Experts. Must Read!

May 19, 2020/in First Sun Blog/by First Sun Team

The recommendations are based on best practices established by the Safe Actions for Employee Returns (SAFER) Task Force, created by the Council in the wake of the COVID-19 pandemic.

SAFER is a group composed of representatives from over 50 Fortune 500 companies, nonprofits, legal experts, public health professionals, medical professionals and government agency representatives.

The members range from Amazon to Dow to the American Red Cross to the National Governors Association.

“Protecting our workers means coalescing around sets of safety principles and ensuring those principles guide our decisions,” says National Safety Council President and CEO Lorraine Martin.

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The 10 measures the Council says each employer needs to take to ensure workers are protected in reopening are:

1. Phasing – Create a phased transition to return to work aligned with risk and exposure levels.

2. Sanitize – Before employees return, disinfect the workplace, and make any physical alterations needed for physical distancing.

3. Screenings – Develop a health status screening process for all employees.

4. Hygiene – Create a plan to handle sick employees, and encourage safe behaviors for good hygiene and infection control.

5. Tracing – Follow proper contact tracing steps if workers get sick to curb the spread of COVID-19.

6. Mental Health – Commit to supporting the mental and emotional health of your workers by sharing support resources and policies. I always have a pill of Viagra in the pocket. This little blue tablet is my only way to get an erection. If I take it on an empty stomach, the effect can appear within 20 minutes if not less. That’s the thing I love about this drug. Besides, generic Viagra comes in several medical forms, which allows experimenting.

7. Training – Train leaders and supervisors not only on the fundamentals of safety such as risk assessment and hazard recognition but also on the impacts of COVID-19 on mental health and wellbeing, as employees, will feel the effects of the pandemic long after it is over.

8. Engagement Plan – Notify employees in advance of the return to work, and consider categorizing workers into different groups based on job roles – bringing groups back one at a time.

9. Communication – Develop a communications plan to be open and transparent with workers on your return to work process.

10. Assessment – Outline the main factors your organization is using as guidance to provide a simplistic structure to the extremely complex return to work decision.

Author: Ted Knutson- Contributor Personal Finance I cover financial regulatory issue, cybersecurity, fintech & bitcoin.

Forbes.com | May 19, 2020

The Two(2) Things Your Boss Must Do To Set You Up For Success. A Must Read !

December 12, 2019/in First Sun Blog/by First Sun Team

Years ago, back when I was teaching high school and college students, one of my mentors told me that the teacher made the difference in the classroom. She told me that instructors had to own the success and failure of their students. I agreed, and now—after years of hiring and supervising staff and leading teams—I help executives and supervisors understand that they make the difference in their organizations. They make all the difference (for success and failure) with their teams and employees.

It is the responsibility of your supervisor—the person you call your boss—to set the stage for organizational and operational success and create an environment for you and your colleagues to do your best work. Supervisors are the difference between success and failure, between high morale and low, between engagement and apathy and between a thriving culture and a toxic one.

Every supervisor—the good and the bad—impacts organizational, operational, team and employee success, but the worst ones have a negative impact because they fail to prioritize their employees’ needs. However, if you work for a supervisor who consistently does these two things, you are being set up for success and will likely have a great work experience.

Your boss must define what success looks like.

Supervisors who don’t distinguish high performers may very well end up rewarding the poor ones, and this is a key factor in toxic organizations.

If your boss doesn’t define what success looks like, he is doing way more than undermining overall organizational success. He is indeed sabotaging your ability to succeed as a contributing member of the team and, quite possibly, setting you up to fail. Defining success is a key responsibility for effective supervisors, and when they can’t or won’t define it, you can bet your bottom dollar they aren’t going to work to help you achieve it either.

Why it’s critically important for effective supervisors to define success:

Today In: Leadership

When success is defined, it can also be recognized and rewarded. But when it isn’t defined, you can put in all kinds of work and produce major deliverables and still not be adequately recognized or rewarded for your high performance.
When success is defined, employees understand how to become high performers. They become more engaged in goal accomplishment and better able to position themselves for a promotion and secure merit bonuses and raises.
When success is defined, it’s a sign that the organization likely has a transparent performance management program that it takes seriously, and it’s also a good sign that due diligence is taken to ensure employees understand the performance process and receive effective coaching throughout the entire year.
When success is defined, a culture of accountability—as opposed to a culture of toxicity—can be created because there is less chaos about roles and expectations, and there is less confusion about performance expectations.
When success is defined, it forces or prompts a review of the overall organizational or operational strategy to ensure alignment between performance expectations and strategy. Also, more attention gets paid to position descriptions to eliminate discrepancies that could lead to conflicts with goal achievement or create ambiguity among various roles.

If your boss doesn’t define what success looks like, he really can’t set proper standards for performance or accountability. As a result, everyone’s performance—the high and low performers—just ends up getting treated equally. Employee morale decreases, and over time, the culture could become toxic as well.

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Your boss must provide resources and remove obstacles.

Supervisors who can’t be bothered to prioritize their employees’ needs should never expect their employees to prioritize the organization’s needs.

If your boss doesn’t provide the resources you need to effectively do your job, he is undermining your ability to succeed. And, if he doesn’t remove obstacles that impede performance, he hinders trust and makes it difficult for employees to thrive. Next to the need to define success, supervisors have an absolute responsibility to listen—and respond—to employee needs. It is the supervisor’s job to leverage his influence and leadership on behalf of employee success. If employees don’t have the resources they need to perform at high levels, the organization will suffer, and everyone will eventually feel it.

Why it’s critically important for effective supervisors to provide resources and remove obstacles.

When resources are provided and obstacles are removed, employees have what they need to do their jobs well and deliver meaningful results. Also, workplace obstacles are minimized or eliminated. Obstacles such as conflicting policies that impede the customer experience get modified or removed. Obstacles such as broken communication flow, process redundancies, duplication of effort and procedural gaps get dealt with.
When resources are provided and obstacles are removed, employees can focus on making themselves, their team members, their bosses and their organizations look good instead of fighting to be heard or spending unnecessary time complaining about what’s getting in their way.
When resources are provided and obstacles are removed, employees feel heard, appreciated, respected and valued. As a result, they become truly engaged on what matters to their bosses. This leads to organizational leaders getting more input and deeper levels of investment from employees.
When resources are provided and obstacles are removed, employees are free to use their talents to think, experiment, create and innovate in a way that will elevate operations and help to achieve strategic goals. Change management efforts and disruption issues have less of a negative impact on organizational performance and profits.
When resources are provided and obstacles are removed, supervisors with a tendency to micromanage employees feel less of a need to do so. Instead, they can focus more on the big picture. They can become better leaders and better change agents because they realize they can actually get out of the way and allow their employees to confidently shine.

If your boss doesn’t take the time to understand what resources you need and which obstacles are in your way, he is not making you a priority. Surely, as a consequence, you might start to question whether you need to make him a priority either.

Key takeaways

For supervisors

If your goal is be an effective leader and create a high-performance culture of accountability and trust, it is critically important that you define success, provide resources, remove obstacles and then get out of the way and let employees do their best work.

You can give the best office and holiday parties, but fail to do these things, and it won’t really matter. You can provide your employees with the best work schedules, but fail to do these things, and it won’t really matter. You can pay employees great salaries, and still it won’t really matter if you neglect to prioritize these things.

For employees

If your supervisor won’t make defining success a priority, he is showing you that you aren’t a priority. If you work for a boss who doesn’t provide clear performance expectations and a definitive understanding for what success looks like, he is setting you up to fail. If your boss consistently neglects to ask about what resources you need to do your job or what obstacles may be in your way, you might want to run like hell before he sets you up to fail.

One of the worst things you can do is just stay on the job hoping that your work product meets with your supervisor’s goals. That hope will quickly turn to disappointment after you have given all you can only to receive poor performance reviews, get overlooked for raises and promotions or find yourself treated no better than any poor performer who does half the work as you do for twice the pay.

Author: Terina Allen Contributor Careers I cover careers, professional advancement and leadership development.

Forbes.com | December 12, 2019

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

January 30, 2019/in First Sun Blog/by First Sun Team

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.

FastCompany.com | January 30, 2019

#CareerAdvice : #WorkLife – How to Set Boundaries with your Boss.

January 7, 2019/in First Sun Blog/by First Sun Team

Unfortunately, not everyone who steps into a managerial role possesses the skills and insights needed to lead an effective team. Rather, many bosses end up in their role as a result of their technical skill and expertise in a certain domain.

When individual contributors step into leadership roles without the required foundational skills, members of their team can often find themselves dealing with an ill-equipped manager. If you find yourself dealing with a problematic manager, consider creating boundaries in the following ways:

When they micromanage…

Dealing with a micromanager is never a good feeling, especially for those seeking autonomy in their work. If you’re dealing with a manager who refuses to loosen their grip, create boundaries between by reducing the opportunities for them to intervene.

If you have a project you’re working on, rather than asking them how and when to execute a task, do the work, and update them on it later. If you know that they tend to overpower you in meetings, consider setting the meeting yourself, and always come prepared with an agenda that will allow you to lead the conversation. Consider only providing updates to them when absolutely needed. It is also important to let your boss know exactly how you enjoy being managed, as they may be totally unaware of your own working style.

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When they don’t respect working hours…

Unfortunately there are many industries that don’t allow you to ever “turn off”. With the ease of technology, we are expected to fire off emails at all hours of the day. However, if you’re not in the business of billing your hours, then it is up to you to create firm boundaries between what you are willing to accept when it comes to your time commitments outside of working hours.

If a boss constantly calls you outside of your working hours, simply don’t respond. You’re not obliged to answer their calls, nor are you obliged to answer their emails. While this may seem scary, you will set the tone for how your boss treats you. If you have a client that’s calling you late at night, simply follow up with a text or email letting them know when it’s appropriate to call.

If you find yourself in a situation where your working hours are constantly being abused, it is up to you to set your own boundaries and say no.

When they are unreasonable with their asks…

Your manager might assign you something larger than you can chew as an act of good faith in your abilities, or even as a stretch assignment. Self-awareness, in this case, is important as you don’t want to turn down work that could help you grow, but also don’t want to set yourself up for failure. If you’re constantly being asked to do work that is out of scope, let your manager know you’re feeling ill-prepared, and would appreciate some help or further training.

When they are unprofessional…

Some people prefer to have a close personal relationship with their teams, which is perfectly okay! However, if you prefer to keep the relationship professional and your boss insists on getting personal, you may have to create some boundaries between you both. Do your best not to share personal information while at work. Steer clear of conversations about friends, family, and relationships. Don’t socialize more than you need and simply keep your focus on task-related conversations!

When they are rude or abrasive…

Unfortunately you may find yourself in a situation where your manager is just not nice. Don’t try and be rude back, rather keep your distance, and detach from the relationship as much as possible. Keep your conversations short and minimal and focus on the work. Remind yourself that you won’t have this boss forever, and if need be, explore the potential of switching teams completely if things get bad.

Knowing what is most important to you at work, and being clear on your own personal values is the first step in developing boundaries with you and your boss. Be honest, and specific with the people around you about how you’re feeling, and what your expectations look like (Tartakovsky, M).

As you work with different characters and personality styles across your career, you’ll face the reality that you just won’t click with every boss. In fact, it’s almost guaranteed that you’ll work with some people who make you cringe, and you’ll have to complete work that is 100% below you. However, when boundaries are crossed, it’s up to you to set the tone between you, your leaders, and your team!

About the Author: Stacy Pollack is a Learning Specialist with an MA in Educational Technology. She is passionate about building leadership programs that engage and contribute to the success of her organization. She loves to share her perspective on workplace development, career building, and networking for success. Connect with her onLinkedIn, Twitter, or at www.stacypollack.com.

GlassDoor.com | January 2, 2019

#Leadership : #InterviewingQuestions – 4 Questions that Employers Should Ask every Job Candidate

December 18, 2018/in First Sun Blog/by First Sun Team

When it comes to recruitment, good hiring managers look beyond credentials and the idea of finding someone they’d want to “grab a couple of beers with.” That kind of approach is rife with unconscious bias and isn’t always an accurate prediction of how good they’ll be as an employee.

Good interviews examine candidates holistically. Among other things, this means asking questions that gauge their level of emotional intelligence, how they go about problem solving, and their motivation and driving force at work.

We like to ask the following questions when we’re interviewing applicants. They tell us a lot about the individual, in just a few words.

“DO YOU HAVE ANY QUESTIONS FOR US?”

If you’ve been in a job interview, you’re probably familiar with this question. Hiring managers tend to ask this question at the end.

However, we like to ask this question both at the beginning and at the end. When we ask this at the beginning, we want to know whether you’ve spent time researching our firm and your prospective role. A question like, “What benefits do you see in your day-to-day to your firm being 100% employee-owned?” for example, demonstrates your willingness to really understand us.

When we ask this question at the end of our conversation, we want to find out how you perceive the company as you learn more about us and the role. It’s helpful for us to understand what type of hesitation you might have about the company, and address it early on.

The questions you ask can also demonstrate your experience in the field. The more open-ended and higher-level they are, the more we’ll be able to see your operating style. Are you a quarterback, a wide receiver, or a cheerleader? Are you interested in our autonomous teams and how they operate, or are you more curious about the specific type of software you’d use in a project?

Remember, there are no stupid questions. The only way you can screw this up is by not having any questions at all.

“SAY WE HIRE YOU, BUT SIX MONTHS DOWN THE LINE YOU DECIDE TO RESIGN. WHAT HAS HAPPENED?”

This one’s harsh, we know. But is there any better way to gauge your hesitations about our firm and address them right then and there? This question says a lot about how accommodating the employer will be. We use it as a way to flag any possible long-term problems, and we want to identify how we might overcome those roadblocks together. In addition, this question can also help us train and onboard you in an effective way.

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“WHAT WOULD YOUR DREAM PROJECT AT OUR COMPANY BE, AND WHAT WOULD YOU NEED TO MAKE IT HAPPEN?”

Yes, we’re interested in your passion, but we also want to know what you focus on at work. Can you get stuff on your own? Do you need guidance? Are you able to ask for help? Do you delegate non-important tasks, or get bogged down by the minutiae? Are you thinking big or small? Where do you see yourself in a hierarchy?

There are no right answers here: It all depends on the type of person we’re looking for. If we’re looking for a project manager, for example, we want someone who can think about the big picture, and delegate the appropriate work to the appropriate team member. If we’re looking for a customer service representative, we want someone who knows how to stay calm under pressure.

“WHEN WAS THE LAST TIME YOU SAID YOU WERE SORRY?”

This question is my absolute favorite. We all make mistakes at work, but unconditionally, human employers understand that screwing up is part of life. What matters is how we bounce back from setbacks, and how we take others around us into consideration.

Whether it’s yelling at your fiancé the previous evening because they didn’t make a restaurant reservation, or pulling a teammate aside to apologize for an off-handed comment, how you deal with your mistakes is an indication of your willingness to reflect and grow. Just don’t tell us that you’ve never been sorry.

We’ve learned that in order for an interview to be effective, you need to have a two-sided conversation rather than an interrogation. These days, people no longer see work as a place to clock in and clock out–so it’s only in everyone’s best interests to ensure that what we offer as a company is consistent with the employee’s priorities and goals. At the end of the day, that’s the key to a productive and happy workplace.

Eetu Blomqvist is the North America CEO of Reaktor. Nikke Ruokolainen is Reaktor’s head of talent and human resources.

FastCompany.com | December 18, 2018 | BY EETU BLOMQVIST AND NIKKE RUOKOLAINEN 3 MINUTE READ

#Leadership : 5 UnSpoken Rules of Being a #Manager that No One Tells You About…You’ll be on the Receiving End of More Information Than you Want. Use that Privilege Wisely.

August 8, 2018/in First Sun Blog/by First Sun Team

After many hours of hard work, your employer made you a manager. For the first time in your life, you have several employees reporting to you. You’re excited to make your mark and take your career to the next level. And you should be–your company has recognized that you have leadership potential, and they’re giving you an opportunity to shine.

1) YOU’RE GOING TO BE IN THE SPOTLIGHT, SO USE IT WISELY

As a manager, you are either loved or hated, but never ignored. It can be an uncomfortable situation to be in, even if one of your goals is to be more visible to the company leaders and your team. When you are in the spotlight, people are watching you and forming opinions about you. That means they’re reading your words, actions, and gestures more closely than they were before.

To be clear, this isn’t necessarily a bad thing. You do not need to change your personality or be a work martyr (in fact, doing so can hurt your performance.) You should, however, acknowledge the impact of your new powers, and see it as an opportunity to define your work culture.

For example, one of the authors of this article, Terra, is a single career mom. On Fridays, she’ll often have to leave for midday elementary school events. When she says to her team, “I’m leaving for Jake’s Halloween party at school, and I’ll be back in two hours,” she is telling them that she values work-life balance and family, and giving them implicit permission to do the same. If she is not upfront about where she needs to be, her team might not realize that it’s acceptable for them to leave work from time to time for family obligations.

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2) YOU’LL HAVE MORE INFORMATION ABOUT YOUR COWORKERS THAN YOU WANT

You’ll also find that as you become the go-to source for complaints, you’ll hear things you never thought you would. You’ll listen to accounts of workplace dramas, or even allegations against one of your coworkers. You might also find that you’ll receive complaints about subject matters outside of the office. Employees will come to you about their personal troubles–from health issues to breakups.

As a manager, it’s not your job to solve all of your employees’ problems. There may be occasions when it’s appropriate for you to take charge of the situation, but other times you need to direct them elsewhere. The key is understanding which situation warrants what treatment. You might have to use trial and error to gain this insight, but just be aware that whatever actions you take can have a broad impact on the company.

3) YOU’LL SPEND MORE TIME THAN YOU WANT ON LOW PERFORMERS

When you start managing people, you’ll distinguish your high performers from your low performers. If you’re not careful, you can spend far too much of your time on the latter. That’s why it’s important to identify whether their issues are a matter of capability, skills, or knowledge–and whether it’s something they can overcome. If you don’t think they can change (and you’ve given them plenty of opportunities to prove themselves), then you should think long and hard about whether you should keep them in your team. After all, the time that you’re spending on fixing that person’s mistake is the time you’re not spending developing (and empowering) your high performers.

However, if you believe that they can improve, think about incorporating “coachable moments” in your day-to-day interactions with them. These are on-the-job situations when you can offer feedback in real time. Mollie, for example, ensures that when she is explaining something to a new employee or a low performer, she can point to what a high performer in her team has done. This way, not only is she giving her star employees the recognition they deserve–she is steering her low performing employees towards becoming a high performer (rather than berating them for their mistakes.)

4) YOU’LL BECOME THE DESIGNATED EXPLAINER

The job of the manager is to translate strategy into the day-to-day actions of their team. You’ll find yourself consistently reiterating the company’s strategy and goals, and explaining the connection between the two. At first, you think you’re fine with this arrangement; after all, you know the answers! Then one day it happens: no matter how often you’ve repeated the company’s new priorities–someone in your company still doesn’t get it and asks you to explain it for the millionth time.

Unfortunately, this is one job requirement you’ll just have to weather. And just as people will come to you bearing their personal problems, they’ll also ask questions that you might not know the answer to (for example, issues around HR and benefits.) As a manager, you should have enough knowledge of company policy to answer these questions at a high level, but if it’s something beyond your area of expertise–make sure that you direct their queries to someone who knows the answer.

5) YOU MIGHT FEEL ALONE FROM TIME TO TIME

Sometimes, being a manager means holding on to information that no one else can know, which can be isolating. Sometimes it means being at odds with other managers when it comes to resource allocation. And sometimes, you’ll face circumstances you never imagined you’d be in.

You might be tempted to share these information with your employees. That’s what you used to do, after all. But as managers, we know that at times, it’s in everyone’s best interest to keep specific information confidential. If you must talk about it to someone–try to find an external mentor that you trust. That way, you can maintain your composure at work without violating your obligations as a manager.

Being a manager involves a lot more than just taking on more responsibilities–in fact, it’s a whole new job in and of itself. By being aware of these five points, you can have a plan for tackling potential challenges before you face them. Just understand that there might be instances where you don’t get it right the first time, and that’s okay.

Terra Vicario is the chief marketing officer at Viventium–a cloud-based software and HR software solution. Mollie Lombardi is the co-founder of Aptitude Research Partners–an independent research-based analyst and advisory firm.

FastCompany.com | August 8, 2018 | BY MOLLIE LOMBARDI AND TERRA VICARIO 5 MINUTE READ

#Leadership : 7 Small Gestures #Managers Can Make That Will Go a Long Way…If you Really Want to Be a Great #Boss , Here are a Few Effortless Moves that can Really Pay Off.

June 9, 2018/in First Sun Blog/by First Sun Team

Being a manager means taking on a world of responsibility and juggling people, projects, and deadlines.But if you really want to be a great boss, here are a few effortless moves that can really pay off.

1. Say thank you

Most workers are used to being thanked for going above and beyond on the job, whether it’s staying late to finish a project or jumping in to tackle an emergency that pops up over the weekend. But sometimes, it helps to acknowledge the effort your workers put in on a daily basis, even when all they really are doing is tackling their basic responsibilities. Saying thank you here and there sends the message that you value your workers and appreciate their contributions — even those who are fairly run-of-the-mill.

2. Be flexible

As a boss, it’s natural to want to maintain a certain workflow and uphold a certain schedule. But a little flexibility with your workers is a great way to attain their respect and gratitude. The next time an employee asks to leave early for an appointment or to work remotely for a day to oversee a home repair, say yes, and do so graciously. This shows people that you trust them and respect the fact that they have lives outside the office.

3. Ask employees about their lives

Speaking of lives outside the office, it’s always nice occasionally to ask your workers about the things that are important to them in their personal lives. If you know an employee’s son has been applying to colleges, ask how the process is going. If you have a worker whose daughter broke her leg at soccer practice, follow up on her recovery. These simple inquiries won’t take up more than 30 seconds of your time, but they’ll show your team members that you’re thinking of them.

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4. Offer feedback in person, not over email

As a manager, it’s your job to provide constructive criticism so that your employees can learn from their mistakes and boost their performance. But if you’re going to take the time to offer that feedback, do so face to face rather than over email. Though email might be quicker, it doesn’t convey tone, and therefore, your words might seem harsher on screen than in person. You’re better off taking 15 minutes out of your day, having a brief sit-down, and talking things out.

5. Splurge for refreshments

Meetings are a part of life in most office environments. An easy way to sweeten the deal is to provide refreshments on occasion, whether it’s a jug of coffee or a box of fresh cookies from the downstairs bakery. You don’t need to get fancy, spend a fortune, or do it all the time — but sporadic treats give workers a little something to look forward to.

6. Acknowledge work anniversaries

In today’s job-hopping age, it’s not unusual for workers to jump ship frequently. So if you have employees who have been with the company for a notable amount of time, it never hurts to send a group email acknowledging those milestones. Those whose anniversaries are recognized will feel important and appreciated, which will help motivate them to stay on board.

7. Have an open-door policy

Most bosses are busy people. But if you make it clear that you’re willing to carve out time for your employees, they’re going to appreciate the gesture. Encouraging your workers to come to you with issues or suggestions will not only make them feel more at ease, but help you earn their trust. And that’s certainly a winning formula.

Sometimes, all it takes is a low-key gesture to boost employee morale. Incorporate these suggestions and your workers no doubt will come to reciprocate in other ways.

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GlassDoor.com | June 6, 2018 | Posted by Maurie Backman, The Motley Fool

#Leadership : ‘I Lost It’: The #Boss Who Banned Phones, and What Came Next… #Employers Limit Cellphone use to Regain Attentiveness. Workers use Watches and Laptops Instead.

May 17, 2018/in First Sun Blog/by First Sun Team

Two thousand six hundred seventeen times a day. That is how often the average person taps, pokes, pinches or swipes their personal phone.

It all adds up to about 2 hours and 25 minutes, according to a study by mobile app research firm Dscout Inc. And a good chunk of that time comes during work hours.

Jason Brown had had enough of it. Two years ago, the chief executive of Brown, Parker & DeMarinis Advertising paused for a moment to look across the meeting room as he delivered a presentation. The majority of those gathered were fiddling with their phones.

“I lost it,” says Mr. Brown.

In his anger, he issued a companywide edict:“Don’t show up at a meeting with me with your phone. If someone shows up with their phone, it’ll be their last meeting.”

Many managers are conflicted about how—or even whether—to limit smartphone use in the workplace. Smartphones enable people to get work done remotely, stay on top of rapid business developments and keep up with clients and colleagues. But the devices are also the leading productivity killers in the workplace, according to a 2016 survey of more than 2,000 executives and human-resource managers conducted by CareerBuilder, an HR software and services company.

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There is also some evidence that productivity suffers in the mere presence of smartphones. When workers in a recent study by the University of Texas and University of California had their personal phones placed on their desks—untouched—their cognitive performance was lower than when their devices were in another location, such as in a handbag or the pocket of a coat hanging near their workspace.

“I firmly believe that multitasking is a myth,” says Bill Hoopes, an IT project manager at L3 TechnologiesInc.

Mr. Hoopes put his convictions into practice at group gatherings when he took over a team of about 25 people at the aerospace defense company three years ago. “Every time someone’s phone went off, they had to stand for the rest of the meeting,” he says. Before long, he asked the group to leave their phones at their desks when two or more people got together.

Over time, he says, he has noticed not only an improvement in the quality of conversation and ideas in meetings, but also that his people seem to show more respect and appreciation for one another’s work.

Mat Ishbia, CEO of United Wholesale Mortgage, banned technology from meetings about two years ago and recently asked that his executive team and other managers not check their phones as they walk to and from meetings.

“Don’t act like we’re too important to say hello,” he says he told them. “Make eye contact with people.”

Mr. Ishbia is now piloting another solution to phone addiction. A group of about 250 workers are part of an experiment in which they refrain from all personal phone use at their desks. If they want to use their devices they must go to a common area designated for phone use and socializing. Forty-five days into the trial run, workers are checking their phones a lot less, he said.

Bryan Lee, a product manager at enterprise software company Docker Inc., suspected that his daily phone use was a problem, so last month he installed an app called Moment on his iPhone that tracks the total amount of daily time he spent on his phone. His first measurement revealed four hours in a day. Since early April, he’s reduced that to roughly an hour.

At work, Mr. Lee persuaded his team of eight to download the app and post their daily phone hours on a whiteboard. The team member with the lowest time gets bragging rights.

“We’re thinking of having a trophy we can pass around—or maybe just shaming the loser,” he says.

Handheld devices can be a valuable source of information during office gatherings. Shane Wooten, CEO of enterprise video platform company Vidplat LLC, recently surprised a group of corporate clients with a request that they leave their electronic devices outside. “They didn’t like it,” he says.

Since January, Mr. Wooten has limited personal devices at meetings with his employees and faced some resistance. Workers argue their phones are vital for staying in touch with a sick child or researching information relevant to the meeting.

“I told them we’re not in middle school,” he says. “I’m not collecting phones in a bucket. Just don’t have it out faceup on the table.”

Google Inc. announced last week that the next version of its operating system for Android phones will include a feature that is meant to help people who feel tethered to their devices. It will let users see how much time they spend on their phones, show which apps they use the most and display how often the phone gets unlocked.

Software may be the key, because not all workplace solutions work. The no-phones-at-meetings rule at Mr. Brown’s ad agency lasted about two months, because it wasn’t all that effective.

Instead of phones, staffers wore smartwatches to meetings or brought their laptops, which were just as distracting, he says, adding that workers said they were worried about missing calls and emails from clients.

Now, he tells his 40 employees not to attend meetings unless they really have to be there and strongly advises they fully engage.

Mr. Brown missed his phone too and likened the experience to outlawing alcohol during the Prohibition era: “A theoretical state that almost no one wants to live in, including those making the rules,” he says.

Write to John Simons at John.Simons@wsj.com

WSJ.com | May 17, 2018 | John Simons

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#Leadership : 9 No-Fail Tips for Giving #ConstructiveCriticism at Work (Infographic) ….Learning How to Give Honest, Constructive Feedback to All Types of Colleagues will Help you Be a #BetterManager and Will Help your #Employees Develop.

April 16, 2018/in First Sun Blog/by First Sun Team

Though criticism is an inevitable part of any workplace, most people find it difficult to give negative feedback to direct reports. Whether you are offering real-time observations or engaging in a formal review discussion, it can be stressful to critique the work of your colleagues.

Don’t let yourself be intimidated by difficult feedback conversations! Honest evaluations are essential to employee development, engagement, and retention. Most employees understand the value of constructive feedback for their company and for their own personal development. A Zenger/Folkman surveyfound that 93% of people agree that when negative feedback is delivered correctly it can be an effective way to improve performance.

Learning how to give honest, constructive feedback to all types of colleagues will help you be a better manager and will help your employees develop. By providing specific direction based on employees’ actions, you can provide criticism in a way that will help people develop, without making them feel attacked.

Check out this infographic for tips on how to criticize constructively:

Fundera.com | March 23, 2018 | Meredith Wood

Original Post: https://www.fundera.com/blog/how-to-criticize

#Leadership : How To Turn #Conflict Into A #Communication Tool…Many People Try to Avoid #Conflicts at #Work . But if you Know the Right Way to Lodge an Objection, It can Actually Smooth the Way for Better Communication.

April 14, 2018/in First Sun Blog/by First Sun Team

Last year, I was working with leaders who had recently joined an Israeli company. One of them said to me, “Anett, I used to work for a Midwestern company, and now I’m working for a company that yells and pounds the table in meetings–you can even hear it on the phone! What do I do?”

“Well, what happens after those meetings?” I asked. “They all go out for coffee!” she told me.

This is a texbook example of constructive conflict. Yes, it might have been emotionally charged and intense, but everyone respected each other enough to be friendly afterward. You might feel that it’s hard to see conflict as anything but a barrier to communication, but if you use it the right way, it can be an effective tool.

Here are some tips on how to do just that.

ATTACK THE IDEA, NOT THE PERSON

Intense conflicts can be civil. The key is not to let it get personal–which means making sure that you direct any criticism toward ideas, not people. Many of us know to avoid telling someone, “I don’t think you’ve done your research on this issue” or, “How could you possibly come to that conclusion?!” since these clearly sound like an attack on the person. But finding alternative phrasing isn’t always easy. When in doubt, delete any second-person (“your”/”your”) phrases from your vocabulary, and start with “I” phrase that zeroes in on the underlying concept. For example, “I struggle with that conclusion.” Now you can center the discussion around the conclusion itself–not the person who proposed it.

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BE ESPECIALLY CAREFUL WITH YOUR TONE

Sometimes what you say doesn’t matter as much as how you say it. And when you’re sharing a critique, you have to be especially mindful of your tone. My client’s colleagues might have participated in loud conversations–but those discussions weren’t overly emotional, sarcastic, or condescending. Tone isn’t about the volume of your voice; you can still be calm and collected while verbally putting someone down. As Fast Company’s Lydia Dishman previously reported, passive-aggression comes in many forms. For example, you might start off by using logic to point out the flaws in your coworker’s point–but if you end by saying something like, “You don’t mind, do you?” your coworker might read your tone as patronizing.

DON’T FLOUT CULTURAL NORMS

Some companies are more comfortable with conflict than others, and every company will have its own “rules” about what’s acceptable and what’s not. Those rules might not be written anywhere, but if you look at how your organization has dealt with conflict in the past, you can usually get a sense of how its culture operates. Some workplaces are comfortable with constructive conflict as long as it stays behind closed doors, and employees and senior leadership show a united front in public. Others embrace displaying their conflict openly. So stay attuned to corporate culture as well as societal norms. As my client found, the way his Midwestern colleagues operated was pretty different than the approach his Israeli associates took. Neither was necessarily “better” or “worse” than the other, but in order to have productive disagreements, he needed to adapt to those teams’ respective cultures.

FOCUS ON MAINTAINING RELATIONSHIPS (EVEN IF IT MEANS BITING YOUR TONGUE)

Remember, just because you disagree with someone’s idea, you still need to show that you value their input. This might require extra effort on your part–like being selective about when to voice your criticism. If you argue too frequently, others may find it hard to believe you’re doing so in good faith. If, on the other hand, you share your disagreement a little more strategically, you’re more likely to strengthen your relationships–and improve the odds that your criticism will actually register, without hurting feelings.

CALCULATE THE OPPORTUNITY COST

On the other hand, if you’re on the fence about whether to raise an objection, consider the possible downsides to not engaging in constructive conflict. What potential consequences will staying silent bring? Depending on your company culture, you may be viewed as lacking conviction in your ideas if you seem afraid to stand up for them. In that case, not speaking up could actually backfire. Not to mention, if you don’t voice your disagreement early on, you might be setting yourself up for a bigger explosion later by keeping your thoughts bottled up.

Needless to say, no two situations will be the same. If you’re unsure of how direct you should be–start by listening and observing. You can learn a lot just by paying attention to people’s body language and how they respond. When it comes to constructive conflict, context is everything. But whatever you do, just don’t let it get personal.

FastCompany.com| April 14, 2018 | Anett Grant