This document provides advice for transitioning from classroom to the corporate world. It discusses some harsh realities of office life, such as increased workload, office politics, and unrealistic expectations. It also provides tips for coping with stress, navigating office politics successfully, and developing survival instincts. Key points include maintaining integrity, focusing on your work, avoiding gossip, prioritizing important tasks, and understanding both formal and informal power structures within an organization. Case studies and problem-based learning are presented as effective training methods.
This document provides summaries of leadership and management concepts from over 100 business books. It discusses key leadership traits like courage, inclusion, competence and clarity. It also covers managing compassionately, setting appropriate context for employees, hiring the right people based on personal characteristics, motivation, skills and knowledge. Additional sections provide advice on feedback, expectations, celebrating successes, upgrading your team, and keeping employees focused on priorities.
Authentic influencing is about creating results by going knowing and using your own values within the influencing framework. It is also about easy to use tools that can be used in any given influencing situation.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
This document contains information about setting and achieving goals, including 10 chapters on various aspects of goal setting. It begins with terms and conditions for the content and a table of contents listing the chapter topics, which include identifying goals, defining goals clearly, aligning goals with beliefs, committing to goals, getting others onboard, setting deadlines, and visualizing goals. The overall message is that properly identifying, defining, committing to, and visualizing goals can help people achieve their objectives.
The document discusses several rules and principles for evaluating numerical claims and statistics presented to us. It emphasizes the importance of checking the context, source and possible biases in numbers. Some key rules mentioned are avoiding taking numbers at face value, understanding what is actually being counted, looking for comparisons to put claims in context, and checking how data was collected and potential missing information. Transparency is important and misleading visuals can distort messages. Maintaining an open and curious mindset is emphasized as the "golden rule".
This document provides summaries of leadership and management concepts from over 100 business books. It discusses key leadership traits like courage, inclusion, competence and clarity. It also covers managing compassionately, setting appropriate context for employees, hiring the right people based on personal characteristics, motivation, skills and knowledge. Additional sections provide advice on feedback, expectations, celebrating successes, upgrading your team, and keeping employees focused on priorities.
Authentic influencing is about creating results by going knowing and using your own values within the influencing framework. It is also about easy to use tools that can be used in any given influencing situation.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
Influence is the power to have an important effect on someone or something. If someone influences someone else, they are changing a person or thing in an indirect but important way.
This document contains information about setting and achieving goals, including 10 chapters on various aspects of goal setting. It begins with terms and conditions for the content and a table of contents listing the chapter topics, which include identifying goals, defining goals clearly, aligning goals with beliefs, committing to goals, getting others onboard, setting deadlines, and visualizing goals. The overall message is that properly identifying, defining, committing to, and visualizing goals can help people achieve their objectives.
The document discusses several rules and principles for evaluating numerical claims and statistics presented to us. It emphasizes the importance of checking the context, source and possible biases in numbers. Some key rules mentioned are avoiding taking numbers at face value, understanding what is actually being counted, looking for comparisons to put claims in context, and checking how data was collected and potential missing information. Transparency is important and misleading visuals can distort messages. Maintaining an open and curious mindset is emphasized as the "golden rule".
This document provides the results of Dalia Ismail's StrengthsFinder assessment, identifying her top 5 themes: Empathy, Connectedness, Developer, Achiever, and Arranger. For each theme, it describes the theme and provides personalized insights about Dalia's strengths. It encourages her to reflect on how she can increase her awareness of and apply her talents based on these themes.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
This document provides a 12-module guide for effective networking. It defines networking, explores its benefits both internally and externally, and common obstacles like personality traits and cultural barriers. The guide outlines key networking principles such as building relationships through listening, offering value, and building trust. It also provides best practices for networking including recognizing formal and informal opportunities, proper etiquette, and maintaining relationships over time through regular contact and personal attention. The overall goal is to teach attendees how to effectively develop and leverage their professional networks.
This document discusses techniques for influencing others without direct authority over them. It introduces the "Triangle of Influence" which involves understanding who the audience sees as the "hero", what motivates them ("what makes them tick"), and how to create change. The key is appealing to both the heart and mind of the audience by balancing rational arguments with emotional appeals. Stories can help win people over by addressing both their logical and emotional thinking. The goal is to ethically influence or persuade others by understanding their perspective and helping them, not forcing actions upon them against their will.
Fakes & Bullies: Taming your impostor syndrome to find your inner thought leaderKat Daugherty
This document discusses overcoming imposter syndrome and becoming a thought leader. It begins by showing clouds representing the speaker's fears about public speaking. It then discusses using Shu Ha Ri, a martial arts concept meaning to learn, understand, and teach, to understand imposter syndrome. The speaker shares experiences with bullying and how it made her feel like a fake. She discusses catching her own reflection and realizing she has also bullied others by not considering their feelings. The presentation provides tips for how to not be a bully through empathy, servant leadership, and welcoming feedback. It then discusses how to battle imposter syndrome and be a thought leader by focusing on helping others and gaining confidence through one's value. The speaker provides methods for
Leadership In Times Of Uncertainty (2008 10)pearsoca
The document outlines four key leader behaviors and steps leaders should take during times of uncertainty: inform people, connect on an individual level, guide with clear expectations, and unite around shared values. It recommends leaders genuinely check-in with others, reinforce positives by focusing on core values and achievable goals, over-inform respectfully by anticipating needs, and remain visible to show emotional leadership.
Networking involves developing personal relationships with others in order to advance one's career and business opportunities. It is more effective to focus on quality over quantity when networking by investing time in building trust with a select number of contacts through follow up and mutual benefit. Even with a small network, one can identify potential contacts, locate them using various resources, and work to develop warm relationships over time through follow up communications.
Clifton Strengths themes represent how an individual is uniquely talented.
Clifton Strengths provide useful analysis to understand a persons strengths as well as the kind of environments where they can excel.
This is the unique list of strengths of Sean Donnelly. Read them to understand his strengths and also his blind spots, which is aware of and working on!
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
We are hearing much about the importance of strong and stable leadership. But do you need the job title 'leader' to be a leader to those around you? These 12 ideas will help you step up and be the best of yourself, always.
To Sell is Human Book Exploration by Laurie HawkinsLaurie Hawkins
The document summarizes key points from the book "To Sell is Human" by Daniel Pink about how to effectively move and influence others. It discusses that education and healthcare are fast-growing industries that require moving people to take action. It also emphasizes the importance of elasticity and being able to learn and adapt quickly in today's changing environment. The document then outlines the three E's of being a good "mover" - attunement, buoyancy, and clarity. It provides tips for pitching ideas to others and listening to possibilities, as well as the importance of improvising and serving a purpose beyond personal gains.
This document discusses the importance of psychology for business success. It argues that a business owner's psychology directly impacts their business, so improving one's self-awareness, mental discipline, emotional management, behaviors, and interpersonal skills is key. It identifies common forms of self-sabotage like excuses, distractions, and busyness. The document advocates forecasting how one's current habits may affect their future and reprogramming oneself to replace sabotage with effective psychology skills in order to achieve business and personal success. It promotes Peter Charleston's coaching and psychology services to help business owners with this.
This document discusses improving family relationships. It covers family relationship basics, identifying issues in relationships, setting goals, trying new things, taking action to address problems, and potential harms of not fixing relationship issues. The document provides advice and tips across several chapters on strengthening family bonds and overcoming challenges that families may face.
They’re Just Not that Into You: Why Candidates Don’t Respond to InMails | Ta...LinkedIn Talent Solutions
Glen Cathey, SVP, Talent Strategy & Innovation, Kforce
When you find the right people on LinkedIn, but can't get them to respond, what do you do? Before you can improve your InMail response rate, you first have to understand WHY people aren't responding to you. Only when you understand the root causes of non-response can you can truly begin to design an effective messaging strategy. In this interactive and innovative session, you will discover how to earn a response from people who haven't responded to you before and typically don't respond to anyone else.
Bringing Out the Best in People discusses 10 ways to bring out the best in others. These include growing one's emotional intelligence, giving and earning trust and respect through sincerity and competence, having positive expectations of others, understanding others' needs, establishing high standards, creating a safe environment for failures, recognizing achievements, allowing for personal problems, and keeping one's own motivation high. The document provides explanations and examples for each strategy to effectively motivate teams and individuals.
The document discusses how self-awareness and managing one's inner narrative are important superpowers for leaders. It argues that leaders often waste time ruminating on internal battles and imagined scenarios. To counter this, leaders need to be aware of their own thoughts and emotions, and able to regulate their internal states. The document provides tips for leaders to develop these superpowers, including getting perspective from outsiders, learning from mentors, writing things down, and questioning assumptions. Mastering self-awareness and one's narrative can help leaders achieve career success and longevity.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
This document provides the results of a StrengthsFinder assessment for Femke Lammerts. Their top 5 themes are Communication, Woo, Adaptability, Activator, and Command. For each theme, there is a shared description, a personalized strengths insight, and questions for the individual to consider how they can apply their strengths. The document also provides ideas for action and application of each strength to help the individual leverage their talents.
To become successful one has to try to avoid these self-defeating behaviours to scale the ladder of success and reach the stars.
good luck.
Challa S.S.J.Ram Phani
Chief Consultrainer
aimkaam - Hyderabad
The document discusses 6 ways to immediately get noticed at work. They are: 1) Be a silent influencer who impacts others without seeking recognition; 2) Do more than your job description and look for ways to expand your influence; 3) Help your colleagues succeed to build relationships and opportunities; 4) Avoid getting caught up in office politics which can create a negative image; 5) Engage in constructive conflict by challenging the status quo respectfully; and 6) Be authentic so you can fully engage and motivate others with your energy and work ethic. The document advises focusing on results, learning, and helping the organization succeed to naturally get noticed.
How to break down barriers to give more feedback at workQuynh Nguyen
You are motivated to give more feedback to help your colleagues grow, but you often find yourself not doing it. There seems to be visible barriers that stops you giving feedback. Understand what they are, so you can break through and start growing with the people you value.
This document provides the results of Dalia Ismail's StrengthsFinder assessment, identifying her top 5 themes: Empathy, Connectedness, Developer, Achiever, and Arranger. For each theme, it describes the theme and provides personalized insights about Dalia's strengths. It encourages her to reflect on how she can increase her awareness of and apply her talents based on these themes.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
This document provides a 12-module guide for effective networking. It defines networking, explores its benefits both internally and externally, and common obstacles like personality traits and cultural barriers. The guide outlines key networking principles such as building relationships through listening, offering value, and building trust. It also provides best practices for networking including recognizing formal and informal opportunities, proper etiquette, and maintaining relationships over time through regular contact and personal attention. The overall goal is to teach attendees how to effectively develop and leverage their professional networks.
This document discusses techniques for influencing others without direct authority over them. It introduces the "Triangle of Influence" which involves understanding who the audience sees as the "hero", what motivates them ("what makes them tick"), and how to create change. The key is appealing to both the heart and mind of the audience by balancing rational arguments with emotional appeals. Stories can help win people over by addressing both their logical and emotional thinking. The goal is to ethically influence or persuade others by understanding their perspective and helping them, not forcing actions upon them against their will.
Fakes & Bullies: Taming your impostor syndrome to find your inner thought leaderKat Daugherty
This document discusses overcoming imposter syndrome and becoming a thought leader. It begins by showing clouds representing the speaker's fears about public speaking. It then discusses using Shu Ha Ri, a martial arts concept meaning to learn, understand, and teach, to understand imposter syndrome. The speaker shares experiences with bullying and how it made her feel like a fake. She discusses catching her own reflection and realizing she has also bullied others by not considering their feelings. The presentation provides tips for how to not be a bully through empathy, servant leadership, and welcoming feedback. It then discusses how to battle imposter syndrome and be a thought leader by focusing on helping others and gaining confidence through one's value. The speaker provides methods for
Leadership In Times Of Uncertainty (2008 10)pearsoca
The document outlines four key leader behaviors and steps leaders should take during times of uncertainty: inform people, connect on an individual level, guide with clear expectations, and unite around shared values. It recommends leaders genuinely check-in with others, reinforce positives by focusing on core values and achievable goals, over-inform respectfully by anticipating needs, and remain visible to show emotional leadership.
Networking involves developing personal relationships with others in order to advance one's career and business opportunities. It is more effective to focus on quality over quantity when networking by investing time in building trust with a select number of contacts through follow up and mutual benefit. Even with a small network, one can identify potential contacts, locate them using various resources, and work to develop warm relationships over time through follow up communications.
Clifton Strengths themes represent how an individual is uniquely talented.
Clifton Strengths provide useful analysis to understand a persons strengths as well as the kind of environments where they can excel.
This is the unique list of strengths of Sean Donnelly. Read them to understand his strengths and also his blind spots, which is aware of and working on!
This document provides an overview of strategies and techniques for influencing others without direct authority. It discusses the importance of choice, intentionality, and trust (C.I.T.) in building influence. Various models and approaches are presented for mapping networks, gaining insights, and increasing one's level of influence through credibility and perception of value. Case studies and activities are used to illustrate concepts like leading meetings, gaining buy-in for initiatives, and using feedback to improve interpersonal skills.
We are hearing much about the importance of strong and stable leadership. But do you need the job title 'leader' to be a leader to those around you? These 12 ideas will help you step up and be the best of yourself, always.
To Sell is Human Book Exploration by Laurie HawkinsLaurie Hawkins
The document summarizes key points from the book "To Sell is Human" by Daniel Pink about how to effectively move and influence others. It discusses that education and healthcare are fast-growing industries that require moving people to take action. It also emphasizes the importance of elasticity and being able to learn and adapt quickly in today's changing environment. The document then outlines the three E's of being a good "mover" - attunement, buoyancy, and clarity. It provides tips for pitching ideas to others and listening to possibilities, as well as the importance of improvising and serving a purpose beyond personal gains.
This document discusses the importance of psychology for business success. It argues that a business owner's psychology directly impacts their business, so improving one's self-awareness, mental discipline, emotional management, behaviors, and interpersonal skills is key. It identifies common forms of self-sabotage like excuses, distractions, and busyness. The document advocates forecasting how one's current habits may affect their future and reprogramming oneself to replace sabotage with effective psychology skills in order to achieve business and personal success. It promotes Peter Charleston's coaching and psychology services to help business owners with this.
This document discusses improving family relationships. It covers family relationship basics, identifying issues in relationships, setting goals, trying new things, taking action to address problems, and potential harms of not fixing relationship issues. The document provides advice and tips across several chapters on strengthening family bonds and overcoming challenges that families may face.
They’re Just Not that Into You: Why Candidates Don’t Respond to InMails | Ta...LinkedIn Talent Solutions
Glen Cathey, SVP, Talent Strategy & Innovation, Kforce
When you find the right people on LinkedIn, but can't get them to respond, what do you do? Before you can improve your InMail response rate, you first have to understand WHY people aren't responding to you. Only when you understand the root causes of non-response can you can truly begin to design an effective messaging strategy. In this interactive and innovative session, you will discover how to earn a response from people who haven't responded to you before and typically don't respond to anyone else.
Bringing Out the Best in People discusses 10 ways to bring out the best in others. These include growing one's emotional intelligence, giving and earning trust and respect through sincerity and competence, having positive expectations of others, understanding others' needs, establishing high standards, creating a safe environment for failures, recognizing achievements, allowing for personal problems, and keeping one's own motivation high. The document provides explanations and examples for each strategy to effectively motivate teams and individuals.
The document discusses how self-awareness and managing one's inner narrative are important superpowers for leaders. It argues that leaders often waste time ruminating on internal battles and imagined scenarios. To counter this, leaders need to be aware of their own thoughts and emotions, and able to regulate their internal states. The document provides tips for leaders to develop these superpowers, including getting perspective from outsiders, learning from mentors, writing things down, and questioning assumptions. Mastering self-awareness and one's narrative can help leaders achieve career success and longevity.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
This document provides the results of a StrengthsFinder assessment for Femke Lammerts. Their top 5 themes are Communication, Woo, Adaptability, Activator, and Command. For each theme, there is a shared description, a personalized strengths insight, and questions for the individual to consider how they can apply their strengths. The document also provides ideas for action and application of each strength to help the individual leverage their talents.
To become successful one has to try to avoid these self-defeating behaviours to scale the ladder of success and reach the stars.
good luck.
Challa S.S.J.Ram Phani
Chief Consultrainer
aimkaam - Hyderabad
The document discusses 6 ways to immediately get noticed at work. They are: 1) Be a silent influencer who impacts others without seeking recognition; 2) Do more than your job description and look for ways to expand your influence; 3) Help your colleagues succeed to build relationships and opportunities; 4) Avoid getting caught up in office politics which can create a negative image; 5) Engage in constructive conflict by challenging the status quo respectfully; and 6) Be authentic so you can fully engage and motivate others with your energy and work ethic. The document advises focusing on results, learning, and helping the organization succeed to naturally get noticed.
How to break down barriers to give more feedback at workQuynh Nguyen
You are motivated to give more feedback to help your colleagues grow, but you often find yourself not doing it. There seems to be visible barriers that stops you giving feedback. Understand what they are, so you can break through and start growing with the people you value.
"Power" by Jeffrey Pfeffer is easily the most important/helpful career book I've ever read. I took 14 pages(!) of notes and thought I'd share the most important tips/strategies in this simple Word document.
The document discusses 10 common self-defeating behaviors that leaders engage in that can sabotage their success. These include thinking you are indispensable, talking over others instead of listening, not delegating tasks, using jargon others don't understand, avoiding firing underperforming employees, fear of giving performance reviews, avoiding confrontation, fearing failure, and not getting buy-in from employees. The key to overcoming these behaviors is to recognize when you are engaging in them, seek input from talented employees, delegate authority, and surround yourself with people who will provide honest feedback to help you improve.
This document contains maxims and principles for operating a company. It discusses creating a founder mentality by giving employees ownership stakes to align interests. It emphasizes focusing efforts on innovation over administration and rejecting candidates is discouraged, suggesting making them principals of other companies instead. Complexity theory suggests the future cannot be perfectly predicted. Autonomy and independent work are valued. Quality sleep, inspiring leadership, and data-driven decisions are advocated. Trust between staff and allowing ideas to die through open discussion are principles. Thinking ambitiously and owning assets through equity are encouraged. The document emphasizes various principles for operating and growing a business.
The document discusses strategies for navigating office politics. It notes that office politics is inevitable and provides tips for developing relationships, building alliances, and handling difficult personalities. These include getting to know coworkers, listening more than talking, offering help without expecting anything in return, and giving credit to others. The document emphasizes maintaining professionalism, keeping a friendly attitude without getting too close, focusing on positivity, and following the golden rule.
The document contains maxims and principles from the culture deck of LastHr.com. It discusses topics such as the principal-agent problem in companies, innovation, rejecting candidates, complexity theory, autonomous workplaces, managing vs leading, decisions through data, allowing ideas to die, trust in the workplace, thinking big, founder fit, becoming elite through ownership, treating colleagues as the number one priority, communicating with compassion, iterative improvement through failed experiments, making starting a business free and easy, not using geographical fencing, interviewing through chat, needing a dedicated work space, not having meetings until presenting work, understanding principles over memorization, sharing content and licensing it back based on equity, working out to maintain strength and fitness, serving
Setting up an HR department requires careful planning. Plans should include immediate, short-term, and long-term projects with milestones, costs and dependencies. Expect disruptions that divert time away from plans, like employee issues that require attention. Maintain regular communication with supervisors about plans and challenges. Provide structure for employees through information on how things work and topics they frequently have questions on. As a solo HR professional, keep resources on employment laws handy to answer questions authoritatively. Guide employees to make their own behavior decisions while avoiding an "office cop" role.
Four ‘Magic’ Questions that Help Resolve Most Problems - Introduction to The ...Fiona Campbell
Most problems in business are from Values, Beliefs (inside world problems) Strategy, Environment (outside world problems) This presentation give you an introduction and examples of how to use NLP Meta Model questions to quickly identify where a problem lives.
When you know this communication is clearer and problems get solved quicker.
This document discusses leadership and provides definitions, examples, myths, and tools related to leadership. It summarizes the five practices of exemplary leadership from Kouzes and Posner's Leadership Challenge model: model the way, inspire a shared vision, challenge the process, enable others to act, and encourage the heart. For each practice, it provides explanations, examples, and principles to help people develop leadership skills from any position in an organization. The document emphasizes that leadership is everyone's responsibility and encourages the reader to lead themselves through struggles to stay in love and sustain leadership over time.
This document discusses managing people with different personality types and priorities. It emphasizes the importance of communication, clearly defining roles, and creating the right tools to manage projects effectively despite limited time. It also cautions that being a manager is difficult and change does not happen overnight. The final section provides contact information for Karlyn Morissette, an education consultant.
How to get a job with social anxiety
The thought of searching for a job can be overwhelming at best and frightening at worst for certain people who suffer from social anxiety.
READ MORE
https://anxietypeak.com/how-to-get-a-job-with-social-anxiety/
How to Get People to Respond to Your Recruiting Emails & MessagesGlen Cathey
When it comes to sourcing and recruiting, it's gotten easier to find people but it's gotten more difficult to get people to respond to emails, InMails, social messages and voicemails. The poor quality and lack of sophistication of most recruiter messaging, along with rampant spamming, certainly hasn't helped. Unfortunately and yet somewhat thankfully, the bar of what people expect to receive from recruiters has been set fairly low, so the opportunity for improvement is massive. The good news is that becoming more effective at getting people to respond to recruiting outreach efforts is relatively easy because marketing & advertising has already blazed the trail - sourcers and recruiters would do well to leverage what effective sales & marketing teams has been doing for decades.
In 2014 and 2015, I spoke at Talent 42, SOSUEU, and LinkedIn Talent Connect conferences on the challenges of getting people - especially "passive," highly recruited talent - to respond to recruiter outreach efforts. The decks I used for the presentations were mostly images, so I decided to add text to the slides so that the core concepts could be understood by anyone whether they attended those conference sessions or not simply by viewing the presentation (I wish more presenters would do this!).
It is nothing but being comfortable in one's work environ and making others around similarly comfortable. Fitting in means sharing a common set of beliefs and philosophies about the world. Employers want to hire people who will embrace, on philosophical and moral levels, their approach towards business and the world.
How to Manage Someone You Don’t Likeby Amy Gallo 1100 AM A.docxadampcarr67227
How to Manage Someone You Don’t Like
by Amy Gallo | 11:00 AM August 29, 2013
Comments (93)
Everybody complains about incompetent bosses or dysfunctional co-workers, but what about irritating direct reports? What should you do if the person you manage drives you crazy? If the behavior is a performance issue, there’s a straightforward way to address what’s irking you — but what do you do when it’s an interpersonal issue? Is it possible to be a fair boss to someone you’d avoid eating lunch with — or must you learn to like every member of your team?
What the Experts Say
Of course, your job would be a whole lot easier if you liked everyone on your team. But that’s not necessarily what’s best for you, the group, or the company. “People liking each other is not a necessary component to organizational success,” says Ben Dattner, an organizational psychologist and author of The Blame Game. Robert Sutton, a professor of management science and engineering at Stanford University and the author of Good Boss, Bad Boss and coauthor with Huggy Rao of the forthcoming Scaling Up Excellence, agrees. According to Sutton, “there’s a list of things that make you like people and there’s a list of things that make a group effective, and there are very different things on those lists.” It’s neither possible — nor even ideal — to build a team comprised entirely of people you’d invite to a backyard barbecue. But there are real pitfalls to disliking an employee. Consciously or unconsciously, you might mismanage him or treat him unfairly and fail to see the real benefit he can deliver to your team. Here’s how to get the most out of someone you don’t like.
Don’t assume it’s a bad thing
Sure, you may grit your teeth at her lousy jokes or wince at the way he whistles at his desk, but feeling less-than-sympatico with your direct reports might not be the worst thing. “From a performance standpoint, liking the people you manage too much is a bigger problem than liking them too little,” says Sutton. The employees you gravitate toward are probably the ones who act nice, don’t deliver bad news, and flatter you. But it’s often those who provoke or challenge you that prompt new insights and help propel the group to success. “You need people who have different points of view and aren’t afraid to argue,” says Sutton. “They are the kind of people who stop the organization from doing stupid things.”
Focus on you
Still, the days can feel very long when you’re constantly dealing with someone you don’t like. It’s crucial to learn how to handle your frustration. Rather than thinking about how irritating the person is, focus on why you are reacting the way you are. “They didn’t create the button, they’re just pushing it,” says Dattner. He suggests asking yourself the following questions:
· Is the problem the individual or someone they remind me of? “You can have a competent person who looks like your unkind aunt and suddenly she can do no right.”
· Am I afraid of being.
Inspiring Motivation. What does Roald Amundsen, Ernest Shackleton, Winston Churchill and Georgetown Cupcakes have in common? Sign me up for what is trending on Facebook: Motivating Your People takes through the theory of the practical business realm in which you reside. Thought Provoking questions are embedded in this powerpoint to engage readers. Questions or Comments: whozien@gmail.com
This document provides a personal communication report for Stephen Heaston. It analyzes his primary and secondary communication patterns according to how he behaves at work, how he sees himself, and how others see him. Across all three perspectives, his primary pattern is Expressive and his secondary is Analytical. The report also provides details on his communication strengths and weaknesses, core values, desires and motivations. It describes how he prefers to communicate and how others perceive him based on his Expressive and Amiable patterns. Overall, the report aims to help Stephen understand his own communication style and how to interact more effectively with others.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
1. Classroom to Real World -
--The Harsh Realities
Dr.Nidhi Pandey
Ph.D., NET,MBA-HR, CTE(IGNOU)
2. Topics to be dealt
Bitter Truths of Corporate world
Teaching mechanism of corporate
Office Politics
Mapping the organization chart
Coping with Stress
Survival Instincts for Success
3. Bitter Truths
The more efficient you are at your work, the more you will be burdened with
it.
Nobody cares about your individual progress in the corporate world. All that
matters is what you contribute to the company.
There will come a time when you will take up a job just for the money and
nothing else.
Desk jobs kill creativity.
Very often you will be held accountable for tasks that weren't even your
responsibility in the first place.
You will be dealing with a dozen tasks other than what you were initially hired
for. Your scope of work will only keep increasing.
4. Bitter Truths
You will be constantly made to believe you need the company more than it needs you,
and that is not always true.
Meetings are a waste of time. Nothing good has ever come out of them. Most people
aren't listening, and the ones talking are far away from reality.
If you're sluggish, you'll be ridiculed by your boss. If you're proactive, you'll be hated by
your colleagues.
You will be made to work with uninspired people and it will be the most difficult task
ever. Your team-mates would neither be of any help, nor would they make it possible
for you take everything in your own hands, and it will kill your passion.
People around will constantly pull you down with their cynicism solely because they
hate your guts.
5. Bitter Truths
Nobody is going to appreciate you staying in extra hours every single day but the one
time you leave a little early, hell will break lose.
Whichever new initiatives you volunteer for, becomes your responsibility.
Office politics is definitely not a myth.
There will be times when undeserving people will get credit for the work you do,
simply because they are higher up on the corporate ladder.
Half of your time will be spent in sending out unnecessary mails that will never ever
be read to countless people, who want to feel important, before you can actually
start working.
6. Real Life Scenarios for Effective
Corporate Learning-PBL
Problem Based Learning (PBL), is widely used by the corporate world, to enhance the
level of training imparted in organizations. Real life scenarios are an integral part of
Problem Based Learning (PBL) strategies. .
Ignite the spark of inquiry– have the inquisitiveness to know the details of the learning
module
Importance Of Attention—Be attentive physically and mentally
Chalk and talk – where a trainer interacts with the audience in one direction with a
frightening array of slides, the content of which is the same as the words spoken, is
useless.
7. Real Life Scenarios for Effective
Corporate Learning-PBL
Case study method vs books—
Corporates give Case studies to develop skills such as:
Problem solving
Analytical tools, quantitative and/or qualitative, depending on the case
Decision making in complex situations
Coping with ambiguities
Public Speaking Skills
Leadership potential
8. Office politics—A reality
Positive or negative – politics happens.
Term often has a negative connotation---it refers to strategies people use to seek
advantage at the expense of others or the greater good.
Plato said, "One of the penalties for refusing to participate in politics is that you
end up being governed by your inferiors."
And this hold true today in the workplace: If you don't participate in the political game,
you risk not having a say in what happens and allowing people with less experience, skill or
knowledge to influence the decisions being made around you.
9. Re-Map the Organization Chart
Who are the real influencers?
Who has authority but doesn't exercise it?
Who is respected?
Who champions or mentors others?
Who are "the brains behind the organization"?
10. Understand the Informal Network
Once you know who's who in the organization, you have a good idea of where the
power and influence lay. Now you have to understand the social networks.
Who gets along with whom?
Are there groups or cliques that have formed?
Who is involved in interpersonal conflict?
Who has the most trouble getting along with others?
How does the influence flow between the parties?
11. Office politics—A reality
Do not be afraid of politically powerful people in the organization. Get to know them.
Ensure you have relationships that cross the formal hierarchy in all directions (peers,
bosses, executives).
Start to build relationships with those who have the informal power.
Build your relationships on trust and respect – avoid empty flattery.
Be friendly with everyone but don't align yourself with one group or another.
Be a part of multiple networks – this way you can keep your finger on the pulse of the
organization.
12. Office politics-Neutralize Negative Play
Get to know these people better and be courteous to them, but always be very careful
what you say to them.
Understand what motivates these people and what their goals are, and so learn how to
avoid or counter the impact of their negative politicking.
Be aware that these people typically don't think much of their talents (that's why they
rely on aggressive politicking to get ahead).
13. Office politics----DON’T TAKE SIDES
In office politics, it is possible to find yourself stuck in between two power
figures who are at odds with each other.
DON’T GET PERSONAL
In office politics, you’ll get angry with people. There will be times when you
feel the urge to give that person a piece of your mind and teach him a lesson.
Don’t.
People tend to remember moments when they were humiliated or insulted.
Even if you win this argument and get to feel really good about it for now,
you’ll pay the price later when you need help from this person.
14. Make the Most of Your Network
Gain access to information.
Build visibility of your achievements.
Improve difficult relationships.
Attract opportunities where you can to shine.
15. Govern Your Own Behaviour
Don't pass on gossip, questionable judgments, spread rumours – when you hear something,
take a day to consider how much credibility it has.
Maintain your integrity at all times – always remain professional, and always remember the
organization's interests.
Be positive – avoid whining and complaining.
Be confident and assertive but not aggressive.
When voicing objections or criticism, make sure you take an organizational perspective not a
personal one.
Don't rely on confidentiality – assume things will be disclosed and so decide what you should
reveal accordingly.
16. SEEK TO UNDERSTAND, BEFORE BEING
UNDERSTOOD
The reason people feel unjustified is because they felt misunderstood.
Instinctively, we are more interested in getting the others to understand us
than to understand them first.
17. FOCUS ON YOUR CIRCLE OF INFLUENCE
Instead of feeling victimized and angry about the situation, focus on the
things that you can do to influence the situation – your circle of influence.
This is a very empowering technique to overcome the feeling of helplessness.
18. KNOW WHAT YOU ARE TRYING TO ACHIEVE
Know thy self
What you want to achieve
19. Stress
“A condition or feeling experienced when a person perceives that demands
exceed the personal and social resources the individual is able to mobilize.“
Reactions to Stress---Fight or Flight
Coping with stress---
Keep a stress diary Add to My Personal Learning Plan to identify the causes
of short-term or frequent stress in your life. As you write down events,
think about why this situation stresses you out
Use Job Analysis to think about what's most important in your role, so that
you can prioritize your work more effectively.
20. Stress—Coping
Be Assertive not aggressive
Managing Your Boundaries
Dealing With Unreasonable Requests
Saying "Yes" to the Person, but "No" to the Task will help you ensure that your
needs are respected.
Take advantage of your support network -this could include your friends and
family, as well as people at work and professional providers
21. Survival Instincts
Leave your ego at home--Never make anyone feel bad for not picking things
up or getting things done as efficiently as you do.
Learn to Say No—don’t not offend your boss, manager and colleagues, but you
should sound your disagreement and opinion wisely
Ask for what you want because there are always exceptions to be made.
Negotiate for what you are worth, the hardest lesson of all.
Don’t hesitate to walk out on a new boss if he (or she) does not come through
on a promise.
Get heard in meeting .
22. Survival Instincts
Avoid Office Politics--stay 1000 feet away from office politics though it is very
compelling to be a part of office politics but it will not take u anywhere
Email Management: Despite all hard work, many employees loose because of
poor email management skills.
Always look Busy: Fact of the matter is that organizations don’t like relaxed
and happy employees though on records almost all organizations mention that
they want their employees to be happy. If you are happy and relaxed that
means you don’t have any work & Indian organizations hate such employees.
Be who you are: Though you will have to adjust and adapt, do not try to ape
anyone. Maintain your individuality. Learn from people but do not try to be
like them.
23. Survival Instincts
Use your social media profiles more responsibly--it is important that your social media profiles
too reflect your new position.
Do not take leave frequently: remaining absent too frequently does not send a positive image
of yourself.
Take risks: The early days in the corporate world is the best time to take risks. Explore new
paths, take up new responsibilities and do not be afraid to take risks in job.
Accept criticism and praise in your stride--learn to accept criticism and praise and move on.
Let harsh comments help you learn a thing or two and let compliments encourage you to work
better.
Look into details: Learn to pay attention to details. Be it reading and replying to all e-mails,
going through each and every point for the meeting, reading about dates and timings carefully,
proof checking your report
24. Survival Instincts
Don't step on any one’s toes--There will always be one or two people in the work place
who will do everything in their power to get promoted, or worse, take over your job. Don't
stoop to their level. Just get your job done and focus on doing it right.
Maintain the boundaries between personal and professional relationships--don't drag your
professional frustrations into your personal relationships and vice versa.
Think about ways to solve persistent problems your organization has long been wrestling
with
Do not over expect-By limiting your expectations as a fresher regarding the job you are
applying to, and not focusing much on remuneration you can be more accepting towards
the roles and responsibilities.
Learn to follow---In your initial days, the best thing you can do is to be a good follower of
your seniors and learn from them
Explore: Every company has its own unique culture, exclusive to itself. Understanding the
culture and people associated with the company will come in aid
25. Survival Instincts
Do not over spend: The amount can make you swoon and tempt you to spend recklessly.
Create a personal budget and try to stick to it.
Show respect: Even if your office has employees close to your age, it isn’t the place to be
all friendly. Show respect to all, young or seniors and maintain a respectable
communication with all of them.
Learn to be punctual: It was ok to be late at college where your teachers were lenient to
you most of the time because they considered you as kids and let you be. But in a
workplace, you are counted as an adult and hence you need to learn to be on your own.
Get ready for a hard schedule: Gear yourself for a change in your life schedule and be
ready to face a life all upside down. You will be now expected to work eight hours or more