How do we say goodbye?
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The document discusses questions to consider when saying goodbye to someone, such as why and how you want to say goodbye, how to thank them for their contributions, what their strengths are, and how to stay in touch after. It also addresses questions to ask the person you're saying goodbye to for feedback. Finally, it offers advice on managing emotions during goodbyes and what you may need afterwards, such as time alone or with others, and time for reflection or keeping busy.
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The document discusses the importance of effective communication. It states that effective communication helps avoid misunderstandings at work, allows people to express themselves, and enables deeper connections with others. It then discusses the "cone of learning" concept which suggests people are most likely to remember 90% of what they say and do, followed by 50% of what they see and hear simultaneously, and only 10% of what they only read. The document provides suggestions for applying this concept when communicating virtually. It suggests focusing on engagement over just information sharing to maximize retention and understanding.
Helping your boss
The document provides tips for employees on how to work effectively with their boss. It recommends identifying what your boss values to find areas of connection. When a boss is struggling, it suggests showing empathy by asking how you can help and getting the support needed. The right time to communicate ideas is when things are changing. To demonstrate an idea, build a prototype on your own time and get feedback by asking how you can improve. Managing stress through an outlet will help regulate emotions when appealing for action from the boss. Coaching the manager can involve developing a supportive culture.
Tools & Techniques to help make workplace more transparent
The document discusses creating a more transparent and collaborative work environment. It argues that a top-down hierarchy with siloed information sharing hinders progress, while a flat structure with open information flow between departments promotes innovation and faster progress. It then outlines key benefits of transparency like faster problem solving and higher trust/performance. The rest of the document provides examples of companies that have embraced transparency in areas like strategy, structure/culture, compensation, and personal goals/habits. It acknowledges transparency takes courage but inspires the audience that it is achievable and has worked well for companies like Semco.
Dialogue or discussion?
This document contrasts the key differences between dialogue and discussion. Dialogue involves listening more than talking, seeking to understand other perspectives rather than be right, and finding areas of shared values and agreement. The goal is to develop new ideas and solutions through understanding others. Discussion is more argumentative and focuses on disagreeing with others and defending one's own view rather than building on what others say. It can fragment ideas rather than bring understanding. The document advocates for dialogue as a more constructive approach to conversations.
Difficult Conversations
This document provides a 3-step process for having difficult conversations:
1. Gain clarity by thinking carefully about the message and removing feelings.
2. Overrule avoidance by asking if the conversation will help the other person and ensure the message is consistent with your reputation.
3. Execute the message with directness and sensitivity by stating issues as "I" messages rather than accusations and getting straight to the point.
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How to break down barriers to give more feedback at work
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Community refers to groups of users who work collaboratively around a shared interest or purpose. People participate in communities to learn, find purposeful work, connect with others who share their interests, and gain a sense of belonging. Examples of community platforms include Meetup for finding local groups, Smule for sharing music, Eduki for teachers, Google Crowdsource for AI training data, and Bikeable for improving cycling infrastructure. Building community involves fostering positive relationships, reflecting together, encouraging strengths, developing a shared vision, taking citizen-led action, and limiting excessive executive compensation.
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How do we say goodbye?
- 1. How do we say goodbye?
- 2. Question # 1 What questions do you ask yourself before saying goodbye?
- 3. 3 questions 1. Why do you want to say goodbye? 2. When do you want to say goodbye? 3. How do you want to say goodbye? https://hbr.org/2012/03/firing-someone-the-right-way.html
- 4. How will you thank the person for what he / she has done? https://hbr.org/2016/01/how-to-fire-someone-without-destroying-them http://www.nzz.ch/wirtschaft/unternehmen/firmen-helfen-bei-entlassungen-fw-kuendigung-bildlegendezusatz-ld.86384
- 6. What strengths does the person, you say goodbye to, have? What examples will you emphasize as you give the person feedback? https://hbr.org/2015/10/letting-good-people-go-when-its-time http://www.nytimes.com/2016/05/03/opinion/the-choice-explosion.html
- 7. How can you help pair the person with a replacement during a period of time, so they can learn - for example through storytelling - about how the person, who is leaving, solved problems / worked? https://hbr.org/2016/01/the-right-way-to-off-board-a-departing-employee
- 8. How will you find out what needs, the person you say goodbye to, has? https://hbr.org/2016/01/how-to-fire-someone-without-destroying-them
- 9. How can you let the person know that you would like to stay in touch - if you want to - and that this is more the beginning of a new phase than an exit? https://hbr.org/2016/01/the-right-way-to-off-board-a-departing-employee
- 11. Question # 2 What questions do you ask people you say goodbye to?
- 12. 3 questions 1. How have I been most helpful to you? 2. What should I stop doing or do less? 3. What should I start doing or do more? https://hbr.org/2014/05/the-art-of-saying-a-professional-goodbye/
- 13. Further inspiration https://www.teacherspayteachers.com/Product/How-can-we-listen-better-1485898
- 14. Question # 3 How do you manage your emotions when you say goodbye?
- 15. The ability to express and share the emotions that are stirred up by an ending help ensure that an actual ending occurs. It is ok to cry. It is also ok not to cry. https://hbr.org/2014/05/the-art-of-saying-a-professional-goodbye/
- 16. Don’t be embarrassed. Cry for what it was and for how different it might be in the future. http://elitedaily.com/life/culture/5-strange-things-want-avoid-saying-goodbye/906094/
- 17. People react differently to loss of jobs. Examples of reactions: Shock. Being calm, quiet. Lack of understanding. Anger. Nervous breakdown. Threats against leader / leaders. Aggressions towards oneself. http://www.nzz.ch/wirtschaft/unternehmen/firmen-helfen-bei-entlassungen-fw-kuendigung-bildlegendezusatz-ld.86384
- 18. Remind yourself of the better things ahead, of the goodness your new thing allows. http://theartofsimple.net/how-to-say-goodbye/
- 20. Question # 4 What do you need after having said goodbye?
- 21. After an ending, we may need 1. to spend time alone, or 2. to connect with other people. What do you need? https://hbr.org/2014/05/the-art-of-saying-a-professional-goodbye/
- 22. After an ending, we may need 1. open time on our calendar to look back and reflect, or 2. to keep busy and stay active. What do you need? https://hbr.org/2014/05/the-art-of-saying-a-professional-goodbye/ https://www.psychologytoday.com/blog/the-couch/201407/5-ways-make-goodbyes-less-painful