The COVID pandemic is triggering angst and fear, which sometimes translates into bullying individual behaviors or team breakdowns. Here's how to conduct individual and group interventions to help refocus and realign your staff by resetting performance and conduct expectations.
Verbal and Documented Disciplinary InterventionsPaul Falcone
Verbal employee interventions and, when necessary, formally documented corrective action, should be part of every leader’s professional toolkit. And while the path of least resistance may be avoidance, providing employee feedback in a constructive and healthy manner is a critical skill that’s fairly easy to teach if you’re armed with the appropriate tools and resources. The “velvet glove” approach to tough conversations makes it easier for leaders to initiate conversations that address both performance and conduct challenges, including “poor attitude” problems. Combined with written guidelines that shift responsibility for improvement away from your company and back to the employee (where it rightfully belongs), this PowerPoint deck provides you with an excellent resource to train your front-line managers and HR teams in the areas of communication, accountability, and performance improvement.
Advanced Recruitment & Interviewing Techniques: Strategies to Attract and Hir...Paul Falcone
Attracting and developing the strongest talent pool begins with direct sourcing candidates and segues smoothly into your interview questioning strategies and techniques. But knowing how to preempt a counteroffer, set the stage appropriately for reference checks, and structure job offers and deal terms are equally critical in ensuring candidate acceptances and a smooth onboarding process. This presentation combines strategies from both sides of the hiring desk—corporate recruiter and headhunter—to generate maximum candidate interest and close the deal effectively. (33 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Employee Motivation and Engagement: Unique Techniques and Strategies for Mot...Paul Falcone
How do you motivate your staff when many companies continue to face tight merit pool caps, limited promotional opportunities, and daunting workloads that demand incredible levels of discretionary effort? More importantly, how do you become a manager who engenders respect and loyalty and serves as a role model for others? Becoming a leader who inspires team members by example and who creates an environment where people can motivate themselves stems from building trust, respect, and camaraderie in the workplace. This PowerPoint presentation addresses the importance of assessing your relationship with your key employees, engaging in "stay interviews" to ensure that they're engaged and in tune with your department's and company's overall goals, and helping your staffers build their skills and success profiles to prepare for their next move in career progression. (37 slides)
Making the Offer and Closing the Deal: Tips and Techniques to Get the Candida...Paul Falcone
As an ancillary presentation to Paul’s “Advanced Recruitment and Interviewing Techniques” presentation, this PowerPoint focuses on the actual offer and the critical steps leading up to it. It addresses the importance of “candidate control” when negotiating critical job offer variables prior to extending an offer, posing “must ask” questions regarding the candidate’s current employment situation, being “over-qualified” and the nature of a healthy job match, the importance of “resignation drills,” and negotiating salary offers when a candidate’s expectations are out of alignment with your intended offer. (46 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Mastering Progressive Discipline and Structuring TerminationsPaul Falcone
This document outlines best practices for progressive discipline and structuring terminations. It discusses the fundamental elements of workplace due process, including ensuring employees understand expectations and consequences. It recommends a progressive discipline approach with steps like verbal warnings, written warnings, and final written warnings. The document provides guidance on writing incident descriptions, setting measurable goals, providing training, and outlining clear consequences. The overall message is that discipline should be fair, consistent, and well-documented to withstand potential legal challenges.
Internal Investigations Workshop for HR PractitionersPaul Falcone
Conducting effective internal investigations is a critical skill for both HR practitioners and line leaders alike. But how can you ensure that your employees who file formal complaints feel heard and satisfied that their needs have been accounted for? Further, what legal expectations do courts hold in terms of investigators’ roles and obligations in the fact-finding process? From EEOC credibility determinations to case evaluations and appropriate and prompt remedial action, this PowerPoint presentation will help your leadership team maximize positive employee relations, while insulating your company from employment-related liability inherent in the workplace investigation process.
If you’re a publicly traded company, corporate ethics training is a requirement of employment thanks to the Sarbanes-Oxley Act (SOX) of 2002, and this template will help you walk your front-line managers through the law’s key tenets. The presentation addresses the origin of SOX and the corporate ethics statement (AKA “code of conduct”), the importance disclosing potential conflicts of interest, Equal Employment Opportunity and workplace discrimination/harassment, and the policy of non-retaliation. Slides are also dedicated to Health, Safety and the Environment, the Use of Company Time, Property, and Supplies, how to report violations, and how investigations and disciplinary actions are generally managed. (33 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
The document provides advice on how to respond to common tricky interview questions. It analyzes 9 difficult questions, explaining why interviewers ask each one, what makes the questions tricky to answer, and what type of response the interviewer is hoping to receive. For each question, the document aims to help candidates understand the intent behind the question and provide guidance on answering it in a way that presents the candidate positively and assuages any concerns of the interviewer.
Verbal and Documented Disciplinary InterventionsPaul Falcone
Verbal employee interventions and, when necessary, formally documented corrective action, should be part of every leader’s professional toolkit. And while the path of least resistance may be avoidance, providing employee feedback in a constructive and healthy manner is a critical skill that’s fairly easy to teach if you’re armed with the appropriate tools and resources. The “velvet glove” approach to tough conversations makes it easier for leaders to initiate conversations that address both performance and conduct challenges, including “poor attitude” problems. Combined with written guidelines that shift responsibility for improvement away from your company and back to the employee (where it rightfully belongs), this PowerPoint deck provides you with an excellent resource to train your front-line managers and HR teams in the areas of communication, accountability, and performance improvement.
Advanced Recruitment & Interviewing Techniques: Strategies to Attract and Hir...Paul Falcone
Attracting and developing the strongest talent pool begins with direct sourcing candidates and segues smoothly into your interview questioning strategies and techniques. But knowing how to preempt a counteroffer, set the stage appropriately for reference checks, and structure job offers and deal terms are equally critical in ensuring candidate acceptances and a smooth onboarding process. This presentation combines strategies from both sides of the hiring desk—corporate recruiter and headhunter—to generate maximum candidate interest and close the deal effectively. (33 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Employee Motivation and Engagement: Unique Techniques and Strategies for Mot...Paul Falcone
How do you motivate your staff when many companies continue to face tight merit pool caps, limited promotional opportunities, and daunting workloads that demand incredible levels of discretionary effort? More importantly, how do you become a manager who engenders respect and loyalty and serves as a role model for others? Becoming a leader who inspires team members by example and who creates an environment where people can motivate themselves stems from building trust, respect, and camaraderie in the workplace. This PowerPoint presentation addresses the importance of assessing your relationship with your key employees, engaging in "stay interviews" to ensure that they're engaged and in tune with your department's and company's overall goals, and helping your staffers build their skills and success profiles to prepare for their next move in career progression. (37 slides)
Making the Offer and Closing the Deal: Tips and Techniques to Get the Candida...Paul Falcone
As an ancillary presentation to Paul’s “Advanced Recruitment and Interviewing Techniques” presentation, this PowerPoint focuses on the actual offer and the critical steps leading up to it. It addresses the importance of “candidate control” when negotiating critical job offer variables prior to extending an offer, posing “must ask” questions regarding the candidate’s current employment situation, being “over-qualified” and the nature of a healthy job match, the importance of “resignation drills,” and negotiating salary offers when a candidate’s expectations are out of alignment with your intended offer. (46 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
Mastering Progressive Discipline and Structuring TerminationsPaul Falcone
This document outlines best practices for progressive discipline and structuring terminations. It discusses the fundamental elements of workplace due process, including ensuring employees understand expectations and consequences. It recommends a progressive discipline approach with steps like verbal warnings, written warnings, and final written warnings. The document provides guidance on writing incident descriptions, setting measurable goals, providing training, and outlining clear consequences. The overall message is that discipline should be fair, consistent, and well-documented to withstand potential legal challenges.
Internal Investigations Workshop for HR PractitionersPaul Falcone
Conducting effective internal investigations is a critical skill for both HR practitioners and line leaders alike. But how can you ensure that your employees who file formal complaints feel heard and satisfied that their needs have been accounted for? Further, what legal expectations do courts hold in terms of investigators’ roles and obligations in the fact-finding process? From EEOC credibility determinations to case evaluations and appropriate and prompt remedial action, this PowerPoint presentation will help your leadership team maximize positive employee relations, while insulating your company from employment-related liability inherent in the workplace investigation process.
If you’re a publicly traded company, corporate ethics training is a requirement of employment thanks to the Sarbanes-Oxley Act (SOX) of 2002, and this template will help you walk your front-line managers through the law’s key tenets. The presentation addresses the origin of SOX and the corporate ethics statement (AKA “code of conduct”), the importance disclosing potential conflicts of interest, Equal Employment Opportunity and workplace discrimination/harassment, and the policy of non-retaliation. Slides are also dedicated to Health, Safety and the Environment, the Use of Company Time, Property, and Supplies, how to report violations, and how investigations and disciplinary actions are generally managed. (33 slides)
Presentation developed by author Paul Falcone - www.paulfalconehr.com.
The document provides advice on how to respond to common tricky interview questions. It analyzes 9 difficult questions, explaining why interviewers ask each one, what makes the questions tricky to answer, and what type of response the interviewer is hoping to receive. For each question, the document aims to help candidates understand the intent behind the question and provide guidance on answering it in a way that presents the candidate positively and assuages any concerns of the interviewer.
The document provides guidance on interviewing candidates for accounting and finance positions. It outlines common hiring criteria like leadership, problem-solving skills, and communication. It also provides sample interview questions in different categories such as behavioral, motivation, and management skills questions. The document advises avoiding illegal questions about age, disability, or marital status. Overall, the document aims to help users properly evaluate candidates and extend job offers.
This document discusses selecting superior job performers safely under employment law. It notes that biases often prevent hiring the best candidates and instead favor inferior candidates to avoid legal issues. However, the law only prohibits discrimination, not hiring the best person. The document outlines various barriers to superior hiring, including biases around skills, experience and intelligence. It advocates using assessments to identify the key attributes that make someone a superior performer, such as passions and values, rather than just skills or behaviors. By understanding biases and job requirements, organizations can select top talent within legal guidelines.
Don't lose the CEO you want to hire before they arriveLeslie S. Pratch
It's a huge loss when a candidate you have wooed for a CEO or other top job at a portfolio company turns you down. You’ve failed to get the attractive candidate -- and you've wasted time and energy pursuing them instead of finding and hiring someone else.
You (and your search firm if you are using one) can minimize the probability of a late candidate withdrawal by identifying all potential issues early in the recruitment process.
We'll look at some "bad outcomes" and then see what search pros suggest to avoid them.
This document provides guidance for interviewing candidates for financial and accounting positions. It outlines common hiring criteria like leadership, motivation, and technical skills. It also provides sample interview questions in areas like problem-solving, communication, and management experience. The document aims to help evaluate candidates and determine if they meet the requirements of the open position.
This document provides guidance on hiring the best employees for Opower. It discusses sourcing candidates, evaluating them, and closing strong hires. For sourcing, managers are told to actively hunt for candidates through their networks rather than just posting jobs. Evaluation involves prioritizing exceptional talent over experience and using scorecards to standardize interviews. Reference checks are more important than interviews. When closing candidates, persistence and compelling visions of impact can turn nos into yeses. The overall message is that hiring the best people is crucial and requires effort from managers throughout the process.
2. Assessing Yourself And Your SituationJohn Buckley
This document provides advice and information for those undergoing career transition or self-analysis. It discusses assessing one's situation, priorities, and options like temporary work. Self-analysis involves evaluating personality, skills, interests, and past work experiences. Transition options covered include temporary jobs, consulting, education, and volunteering. The document also addresses maintaining happiness in a current role or company and negotiating severance packages. Financial considerations like benefits, taxes, and expenses are reviewed.
This document summarizes a presentation on hiring A Players. It discusses common hiring mistakes and introduces a 4-step method for finding the right candidates: 1) Create a scorecard to define job requirements, 2) Source candidates systematically, 3) Select candidates using structured interviews, 4) Sell the job to top candidates. Key elements of the method include generating referrals, using a screening interview, Topgrading interview, focused interviews, and reference interviews to identify A Players with a 90% chance of success. The goal is to hire candidates that fit the mission, outcomes, competencies, and culture of the organization.
The document discusses effective strategies for selecting and placing employees, including:
1. Having an accurate job description that clearly outlines responsibilities can reduce turnover by attracting applicants that are a good fit for the role.
2. Companies like Google and Southwest Airlines hire for cultural fit by assessing how a candidate's values and personality align with the company culture.
3. Interview questions should be focused on work experience and qualifications rather than personal details to avoid potential discrimination. Tests used in selection must also be job-related.
- The document provides guidance on preparing for and conducting oneself during a job interview, including researching the company and position, presenting one's qualifications, and following up after the interview.
- It discusses proper interview attire, common interview question types, using the STAR technique to answer behavioral questions, researching companies and one's own interests/skills, and following up with a thank you note after the interview.
- The key advice is to thoroughly prepare for the interview by researching the company and practicing answering questions out loud, in order to make the best possible impression and increase the chances of getting the job.
This document summarizes 5 common mistakes people make when changing jobs, based on an article from the Harvard Business Review. The 5 mistakes are: 1) Not doing enough research on the job, industry, company finances and culture fit. 2) Leaving a job solely for more money without considering other factors. 3) Going "from" a job instead of planning a move "to" a new opportunity. 4) Overestimating one's own abilities and underestimating transition challenges. 5) Thinking only short-term without adequate research and planning. Taking time to ask tough questions of oneself and others can help identify risks and make better career choices.
In this file, you can ref interview materials for museum such as, museum situational interview, museum behavioral interview, museum phone interview, museum interview thank you letter, museum interview tips …
The document provides tips and advice for job searching, interviewing, and following up after interviews. It discusses how to create an effective resume, find job postings, prepare for different types of interviews, answer common interview questions, follow up after interviews, and negotiate salary. Key points covered include using keywords in resumes, researching companies before interviews, practicing answering behavioral and competency-based questions using the STAR method, following up with thank you emails after interviews, and asking questions of interviewers.
Marcos Ton's assessment identified his top 5 leadership characteristics as relating skills, inspiring others, acting with honor and character, creating the new and different, and getting work done through others. Potential blind spots included balancing work/life and demonstrating personal flexibility. No potential hidden strengths were identified. Common barriers to career success like overdependence on others, poor change management skills, and lack of openness were not identified as problem areas for Marcos Ton.
This document provides tips and sample responses for common interview questions. It recommends keeping responses brief, positive, and focused on skills relevant to the job. For questions about previous jobs, it advises acknowledging issues diplomatically without criticizing past employers. The goal is to highlight strengths, suitability for the role, and desire for a stable, long-term position with the company. Sample answers emphasize qualities like dependability, initiative, teamwork, and problem-solving abilities.
6 questions you must be prepared to answer during interviewsCAREEREALISM
This document provides advice on how to answer 6 common interview questions: 1) Tell me about yourself, 2) What are your greatest strengths, 3) What are your weaknesses, 4) What are you looking for in terms of salary, 5) Why did you leave your last job, and 6) Why you? For each question, it provides tips on how to structure your response to make a positive impression on the interviewer. For example, for question 1 it recommends developing a 30-60 second statement about your background and accomplishments as they relate to the job. For question 3, it suggests acknowledging a past weakness and how you've grown from it. The overall message is to be prepared with clear, concise answers that highlight
American technologies interview questions and answersJamieCarragher012
This document provides tips and sample answers for common interview questions that may be asked during an interview with American Technologies. It discusses how to answer questions about weaknesses, knowledge of the company, reasons for wanting to work there, what value you can provide, salary requirements, and questions to ask the interviewer. Suggested responses emphasize researching the company, matching skills and experiences to the role, giving examples, and portraying enthusiasm, motivation and fit with company culture. Additional materials and tips for the interview are also referenced.
2013 State of the Union: The Critical Importance of Hiring & Retaining Employ...Greg David
1) Hiring top talent in today's competitive market requires innovation in job design, a structured hiring process, and constant monitoring of retention strategies.
2) Engaging and developing employees so they feel their work is meaningful is critical for retention, productivity and the bottom line.
3) Improving the candidate experience through clear and responsive communication throughout the hiring process can turn candidates into brand ambassadors and improve future hiring.
Campaign Based Employment Search by Greg David of Laka and CompanyGreg David
The most powerful job search activity you can perform is doing a campaign based job search. More people land through this type of process but most never use this methodology. Use it and see different results today! By Greg David of Laka and Company.
The document provides the results of Brian Cosgrove's assessment using Korn/Ferry's ProSpective Assessment tool. It identifies his top five leadership characteristics as Understanding the Business, Creating the New and Different, Communicating Effectively, Making Complex Decisions, and Acting with Honor and Character. It also analyzes potential blind spots, hidden strengths, and compares his skills to research on characteristics correlated with career success.
Creating A Workplace Culture Of Respect And Trustbradbaso
The document outlines activities for a leadership seminar focused on creating a workplace culture of respect. It includes discussions of workplace incivility, identifying characteristics of a respectful workplace, applying the golden rule and platinum rule, addressing core employee concerns, assessing personal conflict resolution styles, and strategies for building relationships through articles and LinkedIn.
This document discusses workplace civility and incivility. It defines civility and incivility, explores their impacts on productivity and employee well-being, and provides tips for organizations to build a culture of civility. Specifically, it defines incivility as low-intensity deviant behavior that can harm others. Research shows incivility reduces work effort, time and quality while increasing stress. Organizations are encouraged to assess civility levels, train employees, and lead by example to enhance respect and prevent uncivil conduct. Examples of successful civility programs are also provided.
The document provides guidance on interviewing candidates for accounting and finance positions. It outlines common hiring criteria like leadership, problem-solving skills, and communication. It also provides sample interview questions in different categories such as behavioral, motivation, and management skills questions. The document advises avoiding illegal questions about age, disability, or marital status. Overall, the document aims to help users properly evaluate candidates and extend job offers.
This document discusses selecting superior job performers safely under employment law. It notes that biases often prevent hiring the best candidates and instead favor inferior candidates to avoid legal issues. However, the law only prohibits discrimination, not hiring the best person. The document outlines various barriers to superior hiring, including biases around skills, experience and intelligence. It advocates using assessments to identify the key attributes that make someone a superior performer, such as passions and values, rather than just skills or behaviors. By understanding biases and job requirements, organizations can select top talent within legal guidelines.
Don't lose the CEO you want to hire before they arriveLeslie S. Pratch
It's a huge loss when a candidate you have wooed for a CEO or other top job at a portfolio company turns you down. You’ve failed to get the attractive candidate -- and you've wasted time and energy pursuing them instead of finding and hiring someone else.
You (and your search firm if you are using one) can minimize the probability of a late candidate withdrawal by identifying all potential issues early in the recruitment process.
We'll look at some "bad outcomes" and then see what search pros suggest to avoid them.
This document provides guidance for interviewing candidates for financial and accounting positions. It outlines common hiring criteria like leadership, motivation, and technical skills. It also provides sample interview questions in areas like problem-solving, communication, and management experience. The document aims to help evaluate candidates and determine if they meet the requirements of the open position.
This document provides guidance on hiring the best employees for Opower. It discusses sourcing candidates, evaluating them, and closing strong hires. For sourcing, managers are told to actively hunt for candidates through their networks rather than just posting jobs. Evaluation involves prioritizing exceptional talent over experience and using scorecards to standardize interviews. Reference checks are more important than interviews. When closing candidates, persistence and compelling visions of impact can turn nos into yeses. The overall message is that hiring the best people is crucial and requires effort from managers throughout the process.
2. Assessing Yourself And Your SituationJohn Buckley
This document provides advice and information for those undergoing career transition or self-analysis. It discusses assessing one's situation, priorities, and options like temporary work. Self-analysis involves evaluating personality, skills, interests, and past work experiences. Transition options covered include temporary jobs, consulting, education, and volunteering. The document also addresses maintaining happiness in a current role or company and negotiating severance packages. Financial considerations like benefits, taxes, and expenses are reviewed.
This document summarizes a presentation on hiring A Players. It discusses common hiring mistakes and introduces a 4-step method for finding the right candidates: 1) Create a scorecard to define job requirements, 2) Source candidates systematically, 3) Select candidates using structured interviews, 4) Sell the job to top candidates. Key elements of the method include generating referrals, using a screening interview, Topgrading interview, focused interviews, and reference interviews to identify A Players with a 90% chance of success. The goal is to hire candidates that fit the mission, outcomes, competencies, and culture of the organization.
The document discusses effective strategies for selecting and placing employees, including:
1. Having an accurate job description that clearly outlines responsibilities can reduce turnover by attracting applicants that are a good fit for the role.
2. Companies like Google and Southwest Airlines hire for cultural fit by assessing how a candidate's values and personality align with the company culture.
3. Interview questions should be focused on work experience and qualifications rather than personal details to avoid potential discrimination. Tests used in selection must also be job-related.
- The document provides guidance on preparing for and conducting oneself during a job interview, including researching the company and position, presenting one's qualifications, and following up after the interview.
- It discusses proper interview attire, common interview question types, using the STAR technique to answer behavioral questions, researching companies and one's own interests/skills, and following up with a thank you note after the interview.
- The key advice is to thoroughly prepare for the interview by researching the company and practicing answering questions out loud, in order to make the best possible impression and increase the chances of getting the job.
This document summarizes 5 common mistakes people make when changing jobs, based on an article from the Harvard Business Review. The 5 mistakes are: 1) Not doing enough research on the job, industry, company finances and culture fit. 2) Leaving a job solely for more money without considering other factors. 3) Going "from" a job instead of planning a move "to" a new opportunity. 4) Overestimating one's own abilities and underestimating transition challenges. 5) Thinking only short-term without adequate research and planning. Taking time to ask tough questions of oneself and others can help identify risks and make better career choices.
In this file, you can ref interview materials for museum such as, museum situational interview, museum behavioral interview, museum phone interview, museum interview thank you letter, museum interview tips …
The document provides tips and advice for job searching, interviewing, and following up after interviews. It discusses how to create an effective resume, find job postings, prepare for different types of interviews, answer common interview questions, follow up after interviews, and negotiate salary. Key points covered include using keywords in resumes, researching companies before interviews, practicing answering behavioral and competency-based questions using the STAR method, following up with thank you emails after interviews, and asking questions of interviewers.
Marcos Ton's assessment identified his top 5 leadership characteristics as relating skills, inspiring others, acting with honor and character, creating the new and different, and getting work done through others. Potential blind spots included balancing work/life and demonstrating personal flexibility. No potential hidden strengths were identified. Common barriers to career success like overdependence on others, poor change management skills, and lack of openness were not identified as problem areas for Marcos Ton.
This document provides tips and sample responses for common interview questions. It recommends keeping responses brief, positive, and focused on skills relevant to the job. For questions about previous jobs, it advises acknowledging issues diplomatically without criticizing past employers. The goal is to highlight strengths, suitability for the role, and desire for a stable, long-term position with the company. Sample answers emphasize qualities like dependability, initiative, teamwork, and problem-solving abilities.
6 questions you must be prepared to answer during interviewsCAREEREALISM
This document provides advice on how to answer 6 common interview questions: 1) Tell me about yourself, 2) What are your greatest strengths, 3) What are your weaknesses, 4) What are you looking for in terms of salary, 5) Why did you leave your last job, and 6) Why you? For each question, it provides tips on how to structure your response to make a positive impression on the interviewer. For example, for question 1 it recommends developing a 30-60 second statement about your background and accomplishments as they relate to the job. For question 3, it suggests acknowledging a past weakness and how you've grown from it. The overall message is to be prepared with clear, concise answers that highlight
American technologies interview questions and answersJamieCarragher012
This document provides tips and sample answers for common interview questions that may be asked during an interview with American Technologies. It discusses how to answer questions about weaknesses, knowledge of the company, reasons for wanting to work there, what value you can provide, salary requirements, and questions to ask the interviewer. Suggested responses emphasize researching the company, matching skills and experiences to the role, giving examples, and portraying enthusiasm, motivation and fit with company culture. Additional materials and tips for the interview are also referenced.
2013 State of the Union: The Critical Importance of Hiring & Retaining Employ...Greg David
1) Hiring top talent in today's competitive market requires innovation in job design, a structured hiring process, and constant monitoring of retention strategies.
2) Engaging and developing employees so they feel their work is meaningful is critical for retention, productivity and the bottom line.
3) Improving the candidate experience through clear and responsive communication throughout the hiring process can turn candidates into brand ambassadors and improve future hiring.
Campaign Based Employment Search by Greg David of Laka and CompanyGreg David
The most powerful job search activity you can perform is doing a campaign based job search. More people land through this type of process but most never use this methodology. Use it and see different results today! By Greg David of Laka and Company.
The document provides the results of Brian Cosgrove's assessment using Korn/Ferry's ProSpective Assessment tool. It identifies his top five leadership characteristics as Understanding the Business, Creating the New and Different, Communicating Effectively, Making Complex Decisions, and Acting with Honor and Character. It also analyzes potential blind spots, hidden strengths, and compares his skills to research on characteristics correlated with career success.
Creating A Workplace Culture Of Respect And Trustbradbaso
The document outlines activities for a leadership seminar focused on creating a workplace culture of respect. It includes discussions of workplace incivility, identifying characteristics of a respectful workplace, applying the golden rule and platinum rule, addressing core employee concerns, assessing personal conflict resolution styles, and strategies for building relationships through articles and LinkedIn.
This document discusses workplace civility and incivility. It defines civility and incivility, explores their impacts on productivity and employee well-being, and provides tips for organizations to build a culture of civility. Specifically, it defines incivility as low-intensity deviant behavior that can harm others. Research shows incivility reduces work effort, time and quality while increasing stress. Organizations are encouraged to assess civility levels, train employees, and lead by example to enhance respect and prevent uncivil conduct. Examples of successful civility programs are also provided.
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.
How to Influence OthersPresented by Argu, Taylor, A.docxwellesleyterresa
How to Influence Others
Presented by: Argu, Taylor,
Ahmd, and Joshua
1
Good Morning Everyone!
My name Taylor and these are my colleagues Ahmd, Argu, and Josh… and today we’ll be presenting on How to Influence Others.
To give you a background on how we chose this topic, we started to imagine life after college, work, and although we
go to college to learn the basics of business, business is more than just knowing how to set up an income statement,
how to calculate the weighted average cost of capital, or understanding the current economic and political state of
The global economy… we need to know the skills of how to conduct business… which boils down to influence… how
our thoughts, ideas, and opinions are going to impact the people around us... our customers, coworkers, bosses, and
investors in the future.
Learning Objectives
Enhance one’s ability to influence using emotion, charisma, and vulnerability
Become more confident with using logic, emotion, and cooperative appeals
2
The learning objectives of this workshop include:
Gain understanding of the differences between influence and manipulation
Enhance one’s ability to influence through connection using emotion, charisma, and vulnerability
Acknowledge positive influencers in your life and how they have affected you as a person
Follow the Cialdini technique of pre-suasion through a step-by-step process
Make a connection between emotional intelligence and influence
Become more confident with using logic, emotion, and cooperative appeals
Practice the five simple steps to win people over instantly
So let’s jump right in and get started with Influence vs. Manipulation...
Influence v. Manipulation
3
I want to pose a question to the class… in your own words, what differentiates
influence from manipulation?
Could I get two volunteers to share their thoughts?
People often use influence and manipulation interchangeably as at the end of the
day, both words basically mean getting someone to do something you want them
to do. However, these two words have different connotations.
In our interviews and online questionnaire, we posed the question of “what is one thing you would like to find out more about influencing others?”
We received numerous responses such as, “Is the result of influencing more of a positive or negative aspect?”, “Do
people know if I’m manipulating them or influencing them?”, “How to be a positive influencer”, and “Knowing the tools
and methods available in order to positively influence another.”
Which is why we’re training on positive influence today, and clarifying the difference between manipulation
and influence first.
How to Enhance your Ability to Influence: this is my part
4
Connect with People Emotionally: this too
The ability to control the emotions of others helps in influencing them. The first step in achieving this is engaging others in conversation.
5
When a person can ...
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of selecting the right people, focusing on candidates with a track record of getting things done rather than just talking about ideas.
2) Seven essential behaviors for leaders to support execution, including knowing the business, insisting on realism, setting clear goals, following through, rewarding results, developing people's skills, and self-awareness.
3) Creating a framework for cultural change centered around execution, by clearly defining expectations for results and coaching people on how to achieve them while rewarding success and addressing shortcomings. The
Execution: The discipline of getting things doneabhishek singh
This document summarizes key points from the book "Execution" by Larry Bossidy and Ram Charan about building an organization focused on execution. It discusses three main points:
1) The importance of having the right people in the right jobs and focusing on selecting, evaluating, developing people who can get things done rather than just talk about strategy.
2) The seven essential behaviors leaders must demonstrate including knowing their people and business, insisting on realism, setting clear goals, following through, rewarding doers, expanding capabilities, and knowing themselves.
3) Creating a framework for cultural change by defining the desired results, discussing how to achieve them through coaching, and rewarding results or taking other actions if not achieved
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 discusses feedback in the workplace. It notes that while feedback is an important part of professional development, both giving and receiving feedback can be challenging. People may be reluctant to give feedback due to fears about potential conflicts, lack of impact, or hurting others' feelings. They may also avoid receiving feedback if they fear it could lead to dismissal. The document advocates for creating opportunities for open discussions about feedback to drive improvement.
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.
An open source training module used to facilitate learning around building allyship and confronting bias in the workplace. Can be used with teams, managers and leaders within organizations.
Rita Young Allen discusses the importance of intentional engagement in both business and life. As the world faces unrest and uncertainty, intentional engagement is the only way to navigate through challenges with sanity. In business, leaders must engage employees by giving them freedom, valuing their opinions, and encouraging development. High employee engagement leads to better performance, satisfaction and retention. In life, people must rediscover their passions and intentionally engage with family, friends and careers. Social media can foster engagement if used to connect, build relationships and promote brands in an authentic way. Intentional engagement in both spheres is key to finding meaning and purpose.
Political wisdom presentation L. Michelle Price for MOL 5110mprice0920
This document summarizes key lessons the author has learned about organizational politics from their work experience and a course on the topic. The author learned to pay attention to "political signals" from coworkers and not be naive about others' intentions. They also learned that being tough, like having to lay off employees, does not mean being mean, and that their work will not speak for itself - the author needs to promote themselves for promotions. The overall lesson is that organizations have many types of people with different motivations, and it is naive to assume everyone thinks the same.
Soft skills is a sociological term relating to a person's "EQ" (Emotional Intelligence Quotient), the cluster of personality traits, social graces, communication, language, personal habits, friendliness, and optimism that characterize relationships with other people.[1] Soft skills complement hard skills (part of a person's IQ), which are the occupational requirements of a job and many other activities.
The document discusses the impacts of conflict in the workplace, including stress, loss of productivity, absenteeism, and sick leave. It then provides tips for effective conflict resolution, such as maintaining composure, allowing both sides to speak, finding areas of agreement, and focusing on solutions rather than blaming. Additional resources and techniques are recommended to help de-escalate conflicts, including active listening, using "I" statements, and acknowledging others' expertise.
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.
Leading With Authenticity, Vulnerability, Inclusivity, Trust, and ReflectionLisa D'Adamo-Weinstein
Presented at the Spring 2022 SUNY Empire State College Student Conference in Sartatoga Springs, NY - There are innumerable theories and strategies related to the topic of leadership that people can become overwhelmed by trying to find the right “fit.”. Drawing on the works of Brene Brown, Angie Morgan, Courtney Lynch, John Maxwell, Simon Sinek, Angela Duckworth, Susan Cain, Kim Scott, and others, this workshop will focus on a presentation of leadership and the ideas of authenticity, vulnerability, inclusivity, trust, and reflection. Participants will be asked to reflect upon their own leadership in formal and informal contexts as well and create a leadership and life mission statement for themselves.
Dystopias Definition and Characteristics Utopia A place, sAlyciaGold776
Dystopias: Definition and Characteristics
Utopia: A place, state, or condition that is ideally perfect in respect of politics,
laws, customs, and conditions.
Dystopia: A futuristic, imagined universe in which oppressive societal control and
the illusion of a perfect society are maintained through corporate, bureaucratic,
technological, moral, or totalitarian control. Dystopias, through an exaggerated
worst-case scenario, make a criticism about a current trend, societal norm, or
political system.
Characteristics of a Dystopian Society
• Propaganda is used to control the citizens of society.
• Information, independent thought, and freedom are restricted.
• A figurehead or concept is worshipped by the citizens of the society.
• Citizens are perceived to be under constant surveillance.
• Citizens have a fear of the outside world.
• Citizens live in a dehumanized state.
• The natural world is banished and distrusted.
• Citizens conform to uniform expectations. Individuality and dissent are bad.
• The society is an illusion of a perfect utopian world.
Types of Dystopian Controls
Most dystopian works present a world in which oppressive societal control and the
illusion of a perfect society are maintained through one or more of the following
types of controls:
• Corporate control: One or more large corporations control society through
products, advertising, and/or the media. Examples include Minority Report
and Running Man.
• Bureaucratic control: Society is controlled by a mindless bureaucracy through
a tangle of red tape, relentless regulations, and incompetent government
officials. Examples in film include Brazil.
• Technological control: Society is controlled by technology—through
computers, robots, and/or scientific means. Examples include The Matrix,
The Terminator, and I, Robot.
• Philosophical/religious control: Society is controlled by philosophical or
religious ideology often enforced through a dictatorship or theocratic
government.
The Dystopian Protagonist
• often feels trapped and is struggling to escape.
• questions the existing social and political systems.
• believes or feels that something is terribly wrong with the society in which he
or she lives.
• helps the audience recognizes the negative aspects of the dystopian world
through his or her perspective.
Characteristics of a Dystopian SocietyTypes of Dystopian ControlsThe Dystopian Protagonist
8
Elizabeth Lobaina
Panther ID: 6023341
Bachelor’s in Accounting
A Self-Assessment of Raw Materials
Introduction
The purpose of performing a self-assessment of raw materials is to determine and discover impartial traits, both positive and negative, that build a person’s character, personality, talent, skills, and abilities. This self-discovery helps a person to better understand themselves, know what areas they need improvement or help, and also plan to align themselves with the best resources that enhan ...
HR in Action: Navigating Turbulence - Keeping our Teams Motivated, Engaged an...Aggregage
In times of crisis and change, it is the responsibility of HR to ease adaptation. Mass layoffs, furloughs, and management changes will put a strain on company morale and employee engagement, but it doesn’t have to bring us down—that is, if we don’t let it. Join Julie Bruns, Workplace Wellness Consultant, and learn how to keep your employees’ heads in the game and maintain motivation. As the workplace dynamic evolves, you will have the tactics to make sure your team can weather any storm.
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.
Similar to COVID-19: Heading Off Individual and Team Disruption (20)
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
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Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
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How to Implement a Real Estate CRM SoftwareSalesTown
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COVID-19: Heading Off Individual and Team Disruption
1. Heading Off
Individual and
Team
Disruption
• Presented by Paul Falcone
• CHRO, Bestselling Author, and SHRM
Columnist
• (310) 795-4581
• PaulFalconeHR@gmail.com
• www.PaulFalconeHR.com
1
2. Author Of . . .
• 96 Great Interview Questions to Ask Before You Hire
• 75 Ways for Managers to Hire, Develop, and Keep Great Employees
• 101 Tough Conversations to Have with Employees
• 101 Sample Write-Ups for Documenting Employee Performance Problems
• 2600 Phrases for Effective Performance Reviews
• 2600 Phrases for Setting Effective Performance Goals
• The Performance Appraisal Tool Kit
2
3. Outline
Navigating through Controversy,
Angst, Confusion, and Fear
Individual Disruption: Addressing
Alpha/Rogue Workers
Group Disruption: Resetting Team
Expectations and Healing Divisions
Work-Life Balance, Return-to-Work
Concerns, and Corporate Flexibility
Some Wisdom for our Times & Our
Way Forward
3
4. Part 1:
Navigating
through
Controversy,
Angst,
Confusion, and
Fear
The State of the State:
• COVID-19 Pandemic, Masking, Social Distancing
• Remote Work
• Return to Work
• The Most Controversial Presidential Election in
our Lifetimes
• Social Unrest (Black Lives Matter, Me Too
Movements)
• Caring for the Caregivers (That’s Us!)
4
5. Perspective is Key
• Never let a crisis go to waste. We’ve survived SARS, MERS, Ebola, and even AIDS. We’re still here.
• Ask your employees, “What will you want people to say about you when this is all over? What will the three adjectives be that
people use to describe your performance, your behavior, and your overall contribution to the challenges faced in 2020?
• Equally as important, How can you pay it forward? How can you help others become and remain their personal best at a time like
this? In other words, If the whole world followed your lead, would you be happy with where you took it?
• Crises bring opportunities, but only you can determine what that opportunity is going to look like: Is it an opportunity to excel, to
welcome, to include, to empathize, and motivate? Or will it be an opportunity to resist, to detract, to oppose, to complain, and to
exclude?
• Who are you and who do you choose to be relative to this concept of a pandemic, of social unrest, and of political upheaval?
More specifically, how will you influence those around you at work?
5
6. Part 2:
Individual
Disruption:
Addressing
Alpha / Rogue
Workers
“With heightened anxiety caused by the
coronavirus crisis, bullying is poised to rise
in the workplace. Insecure adults may
taunt and tease others in an exercise of
power through humiliation, and it's not a
far stretch of the imagination to see how
this could lead to a hostile work
environment claim.”
Stopping Bullying During the COVID-19
Emergency, SHRM.org, June 4th
6
7. Guidelines
• Praise in Public, Censure in Private
“Butch, I called this meeting with you this afternoon because I'm concerned about
your conduct during this morning's staff meeting. I saw you engage in something I
would call a public humiliation session with Eddie, and from what I could see, your
attacks were intended to strip him of his dignity in front of the rest of the group. Can
you picture the meeting and specifically what I'm talking about?”
7
8. Addressing the Alpha
• “Let me be clear: Bullying your peers for any reason and under any circumstances
violates company policy. More significantly, it makes me lose faith in your ability to
contribute to this organization positively and in your ultimate suitability for the
position you're in.
“Here's how I see it and how I feel you should view this from now on: Stripping
people of their dignity or humiliating them publicly is no longer an option for you.
Simply take that tool out of your toolbox and throw it away. It's not useful here or at
any other organization where you work for the rest of your career.
8
9. Addressing the Alpha (cont.)
• “Further, I’m holding you accountable for your own perception management.
Perception is reality until proven otherwise, and you're responsible for creating a
friendly and inclusive work environment, just like I am and every other member of
this organization is.
• “Your role is not to judge others, make them feel like less of a person, humiliate
them or publicly strip them of their dignity. In fact, that's the opposite of what your
role is, which potentially makes you net negative and a liability to the organization.
9
10. Addressing the Alpha (cont.)
• “Butch, I want you to consider this a coaching and mentoring moment to help raise
your awareness, because something like this, if left unaddressed, could hold you
back for the rest of your career. You've got too much potential to let this tragic flaw
get in your way. I hope you'll always think back on this meeting and appreciate the
time we’re spending right now to help you readjust your approach to building strong
teams, selfless leadership, and having others' backs.
• “Just know that if I ever again have to address this with you, it will be in the form of
formal progressive discipline. Do I have your commitment that we'll never have to
have a conversation like this again? (Yes) Excellent. Thank you very much. We’re
good then. . .”
10
11. Part 3: Group
Disruption—
Resetting Team
Expectations
“When tempers are short, staff members
become impatient with one another, and
workers may become less restrained
about airing their political beliefs or—
worse—bullies may start to pick on and
badger other workers. It's time to step in.
How you do so, though, can make all the
difference.”
Source: “Team Angst and Brokering Peace in
the COVID Era,” SHRM.org, July 7, 2020
11
12. Tackling Team Disruption
“Addressing political and social matters may feel like something outside your
wheelhouse, either because you don't like doing so personally or because you feel
like you may be treading on your employees' privacy rights. You're not. You have
every right to establish rules and guidelines regarding professionalism and respectful
conduct in the workplace. You are likewise totally within your rights to reset
expectations in light of new challenges that have the potential to damage your team's
morale and communications.”
Source: “Heading Off Employee Disruption in Light of COVID-19 and Social Unrest,”
SHRM.org, July 6th, 2020
12
13. Tackling Team Disruption (cont.)
The Large Group Opener:
“This group coaching session right now goes beyond the workplace because so much
that's bothering us as a team exists outside of these walls. But our goal in this
meeting is to create a secure place for our team, a place where we can let our guard
down and know it’s safe to allow ourselves to be vulnerable, to have each other's
backs, and to acknowledge these challenges rather than pretend they don't exist.
13
14. Tackling Team Disruption (cont.)
• “We've all got to assume responsibility for making the situation better here at work,
and we can't let external influences or resentments bleed into the office.
• “We're required to respect one another, and when times are complex and confusing
like this, we have to address what we should all expect from our employer: to work
free of anxiety or stress, to feel respected, and to feel comfortable and confident
doing our best work every day.
• “We can do that, but we’ve got to be fair about acknowledging the challenges we’re
facing and come to agreement on how we choose to move forward as a team.
14
15. Tackling Team Disruption (cont.)
The Group Exercise
“The purpose of this meeting is for us to have a safe place to discuss some of our
fears and concerns openly, but all comments must remain positive, constructive and
shared in the other party's best interests. There will be no mention of politics or
religion. We will not discuss CDC policies, federal government interpretations, or the
like. This meeting is intended to give us a chance to truly hear and learn from one
another. Disrespectful or challenging comments will not be acceptable in a meeting
intended for healing and rebuilding.”
15
16. Tackling Team Disruption (cont.)
Setting the Ground Rules for Team Meeting
• Assume that your colleagues have good intentions and demonstrate mutual respect
• Create a friendly and welcoming working environment, treating everyone as you
would like to be treated yourself
• Assume partial responsibility for things gone wrong and praise others openly for
things gone right
• Put others' needs ahead of your own and expect others to respond in kind
16
17. START—STOP—CONTINUE
START
• Being kinder to one another
• Giving each other the benefit of the doubt
• Assuming good intentions and being less sensitive or taking things less personally
• Listening and not interrupting
• Being more patient and not assuming that others are against you
• Smiling more and saying good morning and thank you
• Letting each other know when they did a good job
17
18. START—STOP—CONTINUE (cont.)
STOP
• Creating wedges between teams and inciting others to take sides
• Making others feel uncomfortable by sharing your thoughts about how the nation is run, how the virus is "ruining everything,"
or how company communication or resources may be lacking
• Gossiping, finger-pointing, talking negatively about others or speaking behind others' backs
• Engaging in confrontational behavior, including raised voices, slammed doors, thrown equipment, turning your back on a co-
worker or other aggressive non-verbal behavior
• Using foul language or threatening statements like "You're going to be written up" (which peers, of course, cannot do to one
another)
18
19. START—STOP—CONTINUE (cont.)
CONTINUE
• Providing outstanding service to clients in terms of timeliness, product knowledge, and creative problem-solving
• Volunteering at community events that help local causes, whether donating blood or plasma, planting trees, helping the homeless, or
engaging in other extracurricular activities that team members currently contribute to
• Focusing on doing our best work every day, knowing that we’re fortunate to still be employed when many of our peers, colleagues
and relatives have lost jobs because of the pandemic
• Helping each other sense that we’re in this together, that we have each others’ backs, and that we’re committed to helping to bring
out the best in one another
19
20. The Signed
Letter of
Clarification
• Today's date, [DATE], is important because it's the
day we welcome you all back to the organization with
a fresh start. Our goals are the same: to ensure that
you all feel welcome and included, to eliminate
drama or unnecessary tension, and to strengthen our
culture in terms of respect and teamwork.
• As the management team, we're here to help you in
any way we can, and we all want you to feel
comfortable helping one another. We're all in this
together—staff, management, and HR. Going
forward, we should all be able to look forward to
coming to work every day, and we're all part of the
solution.
• Following is what we have all agreed to in terms of
what we will Start, Stop, and Continue from this point
forward . . .
20
21. Part 4: Work-
Life Balance,
Return-to-Work
Concerns, and
Corporate
Flexibility
• Isolation and lack of personal connection cause stress
• Remote worker wage & hour challenges: meal and rest
period compliance for nonexempt workers, burnout and
unlimited access to email for exempt employees
• Flexibility in our approach to remote work, knowing that
70% of Millennials and Gen Z-ers value PTO and flexible
& remote schedules above base pay
• A “family first” holistic approach to employee wellbeing
in light of school closures and online learning this fall
• “Psychological safety” for those returning to work—
communicate what will look and feel different when
employees return and what we’re doing to keep you
safe
21
22. Part 5: Some
Wisdom for our
Times & Our
Way Forward
• KISS—Set expectations with concrete deliverables
• Open Door policy (flexibility, availability, personal
commitment)
• Short huddles rather than longer meetings (“Zoom
fatigue”)
• Structure: SharePoint “Achievement Calendar” for
tracking and celebrating successes
• Focus on career and professional development – “How
to Be a Favorite Boss,” SHRM.org, May 22nd
• Peer collaboration
• Weekly 1-on-1 check-ins with direct reports, quarterly
performance / achievement / goal review meetings
22
23. Wisdom (cont.)
• What You Want for Yourself, Give to Another
• Teach What You Choose to Learn
• When in Doubt, Err on the Side of Compassion
• Change Your Perspective and You’ll Change Your Perception
• Practice Selfless (or “Servant”) Leadership
• Beingness Trumps Doingness
23