Leadership Tip of the week
adapted from Harvard Business review
Celebrate small wins to change company culture
If you’re trying to implement a new culture in your organisation, colleagues are more likely to buy in if they see that the change is already sticking.
Demonstrate small wins early on and showcase examples of how the new culture will help the company achieve its goals.
Here’s an example. Before the pharmaceutical company Dr. Reddy’s rolled out the company’s new mission, “Good health can’t wait,” leaders redesigned the product packaging to be more user-friendly and recast its sales reps as knowledge hubs for physicians.
When the cultural shift was introduced, leaders could point to projects already under way to show how it was succeeding.
Celebrating the first small steps toward a new vision helps your employees understand what the new culture should accomplish — and gives them models to follow when making their own contributions to the shift.
Adapted from “Changing Company Culture Requires a Movement, Not a Mandate,” by Bryan Walker and Sarah A. Soule
The Best Way to Defuse an Argument Is to Listen
Leadership Tip of the week
Adapted from HBR
Few things feel worse than getting yelled at by a colleague or a partner.
When a colleague criticises you, your first instinct is likely to be self-defense: You want to point out all the ways they’re wrong and you’re right.
But even calmly contradicting the substance of your colleague’s argument may make things worse.
Instead of rushing to justify your points, start by validating your colleague’s feelings and restating their views. For example, you could try, “I hear you. You don’t see your team’s input in what I just presented.” Showing that you’re listening and genuinely trying to understand your colleague’s perspective gives them less reason to holler.
Although it might feel counter-intuitive, demonstrating support for an angry colleague — without necessarily agreeing with their points — is one of the best ways to deescalate a conflict.
it works at home as well….. Ask Verity
Adapted from “How to De-Escalate an Argument with a Coworker,” by Liane Davey
Christmas Trees make a happier workplace
Leadership tip of the week adapted from HBR
Have you ever responded to an overwhelming moment at work by closing your eyes and imagining yourself lying on a beach or strolling through a pine forest path?
You may be onto something.
Research shows that exposure to green spaces reduces stress and boosts general health. One study found that greener office environments increased employee productivity by 15%.
Fortunately, there are easy ways to incorporate some nature into your day:
- Hold walking meetings outside.
- Use outdoor spaces for your lunch breaks.
- Open blinds to let in natural light.
- Green Plants in the office
- Real Christmas Trees and “decking the hall with holly” at Christmas
These small investments in a more natural work environment pay off in terms of increased happiness, relaxation, and even stronger connections to your colleagues.
Adapted from “Why You Should Tell Your Team to Take a Break and Go Outside,” by Emma Seppala and Johann Berlin
Leadership tip of the week
adapted from from Harvard Business Review
Lose a Battle to win the War
You Don’t Always Have to “Win” a Negotiation to Get What You Want
The Brexit Negotiations led by our ” Brexit Bulldog” will go on right up to the last minute of 11am March 29th 2019. and there is much to learn from the most important negotiation in our recent history.
Negotiators generally believe that acting dominantly will give them an edge at the negotiating table, but research has found that acting deferentially has its advantages too.
In negotiations with many moving parts, the best outcomes result from one person behaving deferentially and the other behaving dominantly.
When both parties are focused on “winning” the issue through dominance, they’re more likely to reach an impasse. But when one side is deferential, the dynamic becomes more comfortable and the negotiators are better able to parse complex issues.
Being deferential doesn’t mean becoming submissive or sacrificing your goals, though – it means using a subtle, respectful conversational approach to get what you need. And both sides being deferential doesn’t help either.
So if your negotiating partner is taking an aggressive stance, try adopting a deferential style – or vice versa. You may find that doing so helps both sides achieve higher-quality deals.
Adapted from “When You Shouldn’t Try to Dominate a Negotiation,” by Scott Wiltermuth.
Leadership Tip of the Week
adapted from Harvard Business Review
Create a Road Map to Make Your Work Feel More Purposeful
It’s too easy to allow entire days to pass by in a blur, without being able to articulate what you’ve actually done.
One of the most effective tactics for staying focused and productive is to bring purpose to each moment of your work.
Start by understanding and articulating how your daily work connects to your personal goals and the goals of the organization. Then use that information to create a road map in which you identify which tasks are critical and which can wait. Make time estimates for each task, plotting out your work so that you know what you should be focusing on and when.
Finally, name your distractions — and understand the root cause of them — so that you can catch yourself and return your attention to those tasks on your priority list. Knowing what you’re doing and why can give your job a fuller sense of purpose.
Adapted from “Stop Mindlessly Going Through Your Work Day,” by Leah Weiss
Leadership Tip of the Week
from Harvard Business Review
When Pitching an Idea,Think Like a Salesman
The next time you have to pitch an idea or project to get stakeholder buy-in, take a tip from your sales colleagues and learn as much as you can about your “customer.”
Long before you make your proposal, gather information that will help you sell your idea.
Have a conversation with the stakeholder you’re trying to win over, and ask empathetic questions:
- What problems do they need to solve?
- What do they need to accomplish?
- Do they have a personal goal, such as advancing in the organization?
Once you’ve figured out your customer’s motivations, you can tailor your proposal to suit their needs.
As a great “salesperson,” you should take a genuine interest in the stakeholder’s problems. Your pitch should describe how your idea or service will solve them.
Adapted from “How to Improve Your Sales Skills, Even If You’re Not a Salesperson,” by Rebecca Knight
New Leaders, Learn About the Company Before Implementing Your Vision
A new CEO or senior executive has a 50% chance of leaving the organization within 18 months.
Some experts attribute this failure rate to leaders proposing and implementing a new vision too soon. Yes, leaders should know where they plan to take the company, but it’s important for them to understand the organization first.
If you’re new to your senior role, take time to learn about the working environment. Listen to your colleagues and customers and find out if some of your ideas have already been tried.
If people ask about your strategic vision, don’t be afraid to say, “This is my opportunity to listen and learn. Ask me again in three months.”
Studying the landscape before rolling out your big ideas can prevent you from repeating the mistakes of your predecessors — and wasting resources on plans that won’t work.
Adapted from “The Biggest Mistakes New Executives Make,” by Sabina Nawaz