5 Tips for Managing Yourself During Times of Change - Part 2 Build Personal Value

Change is always happening, but there are some periods in the life of an organization where its impact may be felt more acutely. Some fear these times, but a leader knows that change is inevitable. While workloads and transitions may cause stress, a leader needs to keep her head, in order to assist others and set a good example of how to thrive with change. These next five tips point to how leaders need to be flexible in their approach to people and situations, in order to allow a solution to form.

1. Gather information through questions and research. Don't go to meetings uninformed, and expected questions about the change when you interact with your teams.
   
2. Be as productive as you can in your current role. Focus on organizational and record-keeping tasks, so that you are prepared to hand off current responsibilities to someone else. Be ready to demonstrate your competence.
   
3. Give new ideas a chance. Don’t form quick judgments on new relationships. Keep an open mind.
   
4. Take on new tasks as a means to upgrade your knowledge and skills where necessary. Try to continue being seen as a valuable, flexible team member.
   
5. Consider contacting your organization’s resources, such as counselors and mentors to pair up and continue through the transition. Help is usually available if looked for.

5 Tips for Managing Yourself During Change: Part 1 Emotions

Change is always happening, but there are some periods in the life of an organization where its impact may be felt more acutely. Some fear these times, but a leader knows that change is inevitable. While workloads and transitions may cause stress, a leader needs to keep her head, in order to assist others and set a good example of how to thrive with change. These first five tips center on a key aspect of self-control: the ability to monitor one's emotions.

1. As leaders, we are expected to model appropriate responses to change. Others in the organization look to us to see how we react to workplace change. Because of this, we have to remember to stay in control of our actions and attitudes.
2. Avoid negative self-talk. Rephrase thoughts of resentment or fear into thoughts of individual growth and opportunity.
   
3. Be open about your concerns. Chances are that everyone is feeling some level of fear, just like you are. Allow others to understand your frame of mind, but don't focus on negatives.
   
4. Be realistic about the challenges of successfully coping with the change. Keep your tone light and be humble about what you don't know.
   
5. Work on being a leader. Transition periods are when leaders are formed. Use email to keep your group appraised on the status of key initiatives and how they're personally helping the company. Quick, informative notes will help you to keep focused, and help your group feel connected.

Five Tips for Managing Aggressive Meeting Attendees

Aggressive attendees are people who seek to dominate the meeting without the right to do so, or derail the conversation. As a leader, it’s important that you know how to manage these types of people.  Here are five tips for managing aggressive meeting attendees.

1. Ask them a question. People act aggressively because they feel their voice isn’t being heard. Ask them: "Why do you feel that way?" to enable them to speak their opinion without ruminating on it. This shows your willingness to hear them out, and that their point of view is valued.
2. Say "Thank you." For the benefit of the meeting, it’s sometimes best to not give the aggressive attendee extra attention. In this case, you can still show them they’re being heard by thanking them sincerely for their input, and then turning your attention to others in the meeting.
3. Provide attendees with a pre-circulated meeting agenda. A clear agenda with meeting goals stated up front will provide focus for the conversation, and help prevent the meeting from getting derailed.
4. Clarify the time and place. In addition to thanking a person, you can tell them "This isn’t the meeting to discuss that topic." Then provide them with information about where and when that issue can be addressed. This is easiest if you have already provided an agenda.
5. Have a private conversation before the meeting. If possible, speak to the known aggressive attendee prior to the meeting to get them on your side before they are in a group environment

4 Ways to Deal with Diverse Personalities on Your Team

The facilitation and interaction of diverse personalities on strong teams are critical to success. Even leaders with the best intentions are sometimes guilty of wanting their team members to do or act like they do. Working in a team with diverse personalities requires flexibility, patience, and open-mindedness. When you embrace your team members’ diverse personalities, you enable your team to reach its fullest potential.

1. Celebrate diversity:

Although it seems easier, most people would be bored working with a team whose members all had the same personalities. Team interaction is much more stimulating and interesting when the team has a variety of personal styles and characteristics. By celebrating differences, you acknowledge that all of us are enriched by our opportunity to work together.

2.  Open lines of communication:

Team members tend to avoid other team members with different personalities and to form informal alliances with similar members. If team leaders allow these tendencies to go on indefinitely, team sub-groups become cliques with insiders and outsiders and the lines of communication within the team are blocked.

3.  Build bridges, not walls:

Leaders of strong teams learn to facilitate connections between diverse styles. Look for ways to make it easier for team members to form alliances, increase mutual understanding, and break down perceived barriers in the way they approach the work.

4.  Manage results, not tasks:

Ultimately, what matters is each team member’s contribution to the team’s goals and mission. Leaders who are adept at facilitating strong teams with diverse personalities have learned to focus on the results each team member achieves, rather than on trying to make them achieve the results in a certain way. This allows the individuals to express their personalities through their work and still contribute significantly to the team effort.

5 Strategies to Get Ahead of Your Growing Workload in the Digital Age

Most of us have so many tasks to do every day it can seem unmanageable and overwhelming. The workload only seems to increase with each passing week. And phone calls, emails, and social media can focus us on the latest and loudest, rather than what is truly important.

The workload isn’t going to change, but we can change how we handle it. By prioritizing, we can separate what needs to get done from what could be done, and break down tasks into manageable goals and next actions.

Here are 5 strategies to help you prioritize your work:

1. Trim task lists.
Delete or move the tasks on your list that remain at the bottom and realistically won’t get done. This will leave more room to work on tasks that need most of your focus. Rank your tasks to see what you are able to purge. Or use one of the many task-management software programs, some of which even have mobile device versions, to more efficiently handle your task lists.

2. Control your inbox.
Email is a great way of communicating, but going through your inbox can be a huge time commitment and it can be overwhelming. Of all the emails you receive in a day, 20% of them are probably worth 80% of the time you spend. Organizing and purging the remaining emails will make the important ones feel more manageable.

3. Set goals.
Determine what is a primary goal for you for the week and what is actually secondary. If you take the time to think about it, the answer may surprise you. And don’t just write it down and forget it! Revisit your goals and reward yourself for completing them, or make adjustments if they no longer seem feasible. This should be a living document that changes as your needs change. You can use your email application or other software to keep your goals in a handy, digital location.

4. Evaluate the important vs. the urgent.
Interruptions may seem important, but are they really? Looking at what is truly important can help you to focus on the work that really needs to be done. The urgent tasks may seem like they need to be done now, but take the time to consider if they really need to be handled immediately or if they just seem like they do. Set up action folders in your email application or create to-do lists in other software so that you don’t lose sight of your less-than-urgent tasks.

 
5. Create a schedule.
Think about those tasks you decided were important and make sure you have enough time to work on them. Distractions will come up throughout your day! The important thing is to make sure you budget your time well so you can process your massive inbox and answer that emergency phone call without sacrificing your high priority items.

8 Ways to Manage Stress in the Workplace

Pressure situations are present during both good and bad economic times. However, when times are tough the situations can be magnified. Problems at home can directly influence issues in the workplace. It is important as a manager to recognize that your team might have outside stressors affecting their job performance. It is your job to create an environment that reduces stress and promotes engagement. In a workplace environment like this, employees will be more apt to reach their full potential and drive results. Here are 8 tips to help you and your team control stress and worry in tough situations:

1. Live in a compartment of the present.
The professional with a commitment to service seals off each interaction with a customer so that negative experiences don’t poison future interactions. Don’t allow past successes or failures or future anticipated success or difficulties influence your current performance. When it comes to customer service, live in the moment.

2. Don’t fuss about trifles.
A "trifle" is something that is insignificant in comparison to other things in your life. When you focus on trifles, you lose perspective. Keep the big picture in mind. Doing so will help you objectively sort out the small stuff from the important issues.


3. Cooperate with the inevitable.
Realize when your situation is inevitable. If you can learn to recognize situations where you have no control, you can gain some control over the emotional aspects of the situation. By cooperating with the outcome, you are making a conscious choice about how to respond to an inevitable situation.

4. Decide just how much anxiety a situation is worth and refuse to give it any more of your energy.
Once you make this decision, it is easier to find ways you can improve on the situation or let it go and move on.

5. Create happiness for others.
This principle appeals to your nobler motives. It is difficult to sustain a negative attitude when you are doing something good or helpful for someone else. Simply put: Doing good for others makes you feel better.

6. Expect ingratitude.
In your job, you provide many diverse services. When you do so, you probably expect in return some signal of gratitude for your assistance. This expectation is rarely met. If you do receive heartfelt thanks from someone, you should count yourself lucky; you are dealing with a grateful person. Most people are simply not accustomed to being grateful, even when you provide them with excellent service. You shouldn’t let ingratitude deter you from providing top-quality service.

7. Put enthusiasm into your work.
Enthusiasm is the positive energy and sustained effort that keeps you driving toward your goals. Making a decision to have a positive outlook can be critical in enjoying your job and working with your internal and external customers.

8. Do the very best you can.
It can be difficult to deal with criticism, especially if you feel it is undeserved or if it hurts your self-esteem. One way to put criticism in perspective is to ask yourself if you are doing the very best you can with what you know and are able to do. If you are, then you can avoid taking the criticism personally. If there is room for improvement in your performance, you can look at the criticism objectively and take responsibility for improving your performance.

Employee Engagement Study & How to Motivate Employees

4 Ways to Reduce Turnover & Build Employee Engagement

In this ever-changing business climate, employee retention and longevity is not what it used to be. The evidence would indicate that a large number of employees in today’s workforce will change jobs every two years. In the first 10 years of their career, many younger workers may have as many as 8 jobs. So, what can businesses do to retain top talent? Engaging employees is key. A recent survey of almost 90,000 workers in 19 countries, conducted by consulting firm Towers Perrin, revealed that about 50% of engaged employees say they have no plans to leave their company.

We recognize that most professionals will consider changing companies for additional work experience. I believe there are certain steps businesses can take to keep employees engaged and evoke loyalty in order to cultivate strong talent.

The pursuit of professional bliss is a lifelong journey. Businesses in today’s market must provide their staff with opportunities to grow in their current positions, as well as experience various fields of work. Additionally, engaging the ‘hearts and minds’ of employees through sincere appreciation, rewarding accomplishments and encouraging ideas, enables them to feel engaged in their company’s initiatives. This connection to the company provides employees with a sense of commitment making it less likely that they will leave.

Here are some suggestions when considering programs focused on engaging employees and developing high potential talent:

Support employees in building strong skill sets

Top talent is often hired to support a project or strategic initiative. At the point employees believe the project is losing visibility or their learning curve is slowing, they begin to consider leaving the project, the department or the organization. By supporting employees in building both technical abilities and transferable skills (communication, confidence, leadership, and people skills) an organization can demonstrate their interest in the professional development of their employees. A more holistic approach to employee development is a key first step in employee engagement.

Prepare employees for, and support them during, times of transition

Individuals face transition in both their personal and professional life. Starting a new job, taking on a new role, moving to a new location are all times when the transition can overwhelm an employee. By helping employees prepare for job and role transitions, supporting them during the transition, and then recognizing their successes in the new situation, organizations can create a connection with employees that strengthens their engagement with the team and their willingness to help others during their times of transition.

Foster a sense of ownership within employees

The old encouragement to "act like you own it" is good advice. The challenge is making the adage practical. It is difficult to build a sense of ownership when the plans, activities, and details are dictated to you. Managers need to find ways to actively engage employees in contributing ideas to plans, activities, and outcomes. The more employees share in the rewards of success and are supported in turning failures into learning and growth opportunities, the more they can build a sense of ownership for their projects and become fully engaged in providing successful outcomes consistently.

Help employees see the link between current efforts and future opportunities

When employees view their efforts as a disconnected series of activities it is easy to begin looking for other opportunities where their work can be more meaningful. If employees are engaged in seemingly insignificant tasks then their manager must either consider if those tasks are still critical to the process or they must clearly explain to the employee how their work supports positive results of a more strategic nature. Providing employees with a clear line of sight between their work and the larger initiatives of the organization is a solid method of engaging employees and retaining top talent.