NZ Herald Homepage - New Zealand's latest news, business, sport and entertainment. Your news how you want it. On the go and no time to finish that story right now? Your News is the place for you to save content to read later from any device. Register with us and content you save will appear here so you can access them to read later. ![]() BibMe Free Bibliography & Citation Maker - MLA, APA, Chicago, Harvard. First, a quick recap of the idea: “Disruption” describes a process whereby a smaller company with fewer resources is able to successfully challenge established. Mashable is a global, multi-platform media and entertainment company. Archives & rare books documenting the evolution of global business from the 1300s to the present day. Management Tip of the Day from HBR. Management Tip of the Day from HBR. Don’t Skirt Important Issues During Your Next Meeting. Jul 1. 8, 2. 01. 7. Too many meetings drag on without participants discussing the real problems that need to be addressed. People talk around the important issues during the meeting and actually address them before or after it — which renders the meeting a waste of time and makes you, the meeting organizer, look bad. Combat this risk by explicitly asking that issues be discussed in the meeting, not outside of it. Be specific about the meeting’s topic, letting everyone know ahead of time what you expect their contributions to be. State the meeting’s purpose in the agenda, and reiterate it when the meeting begins, explaining that all problems should be raised in the room. Browse and subscribe to RSS feeds of Harvard University Press titles by subject, library, publishing partner, or series, and see a list of featured books and collections. Build Your Skills Inside Your Company Before Seeking Outside Opportunities. Jul 14, 2017. When you’re looking to build your skills for your next career opportunity. While some people may resist your directness, calling out difficult issues at the start of a meeting will increase the likelihood of candid discussions rather than hallway gossip. If you’re struggling to inspire the people on your team, look to your past. Think about your own experience and what motivated you when you were in the lower levels of a company. Who was the best boss you ever had? What did that person do to make you want to perform at your best? Reflect on what made your boss’s motivational strategies so effective for you. What specifically did they do to earn your trust and admiration? Now think about how you can apply those lessons to your own team. Which motivational tools will work for them? Be fearless in examining your own behavior and curious about how your employees respond to you. Repurpose your favorite boss’s techniques and make them your own. But it’s often easiest to deepen your expertise within your current organization. After all, you’ve invested time and effort there to build your reputation, earn trust, and establish credibility. You’re also familiar with the culture and probably have more access to opportunities in- house than in the broader industry. So start close to home and seek out special projects or stretch assignments. Ask your manager about options available to you, including any temporary assignments such as taking on new tasks during a colleague’s maternity leave or sabbatical. Look into formal training programs as well, such as technical apprenticeships or outside degree programs that your company will pay for. But finding a new job or going part- time isn’t always necessary (and won’t always solve the problem). Instead, try to make small tweaks to your schedule or working arrangements. For example, you might leave the office early once every other week, duck out for the occasional soccer game, or go straight home from any flight that lands after 2 PM. These measures sound small but can provide you with enough freedom to stick with your current job. Plus, they won’t be significant enough to hurt your performance — and your boss might not even notice them. This kind of self- directed, informal flexibility can sometimes work better than a concrete arrangement. Yet few of us make time to reflect. For one, figuring out where to begin can be difficult. Start by identifying a few important questions that you want to address. Here are some possibilities: “What am I avoiding?” “How am I helping my colleagues achieve their goals?” “How am I not helping, or even hindering, their progress?” Then choose a reflection process that works for you. You can sit, walk, bike, or stand (alone or with a partner) while writing, talking, or thinking. Next — and this is important — schedule time on your calendar to do it. Start small. If an hour of reflection seems like too much, try 1. Just be still. Consider multiple perspectives. Look at the opposite side of what you believe. You don’t have to like or agree with where your thoughts take you — just examine your thinking. Next time you’re setting up time to get to know someone, whether you were introduced or met briefly at an event, consider one of these options instead: doing a 3. The best option will depend on how much time and energy you want to put into the relationship. If you’re doing a favor for a friend, spending several hours dining one- on- one with your contact is going above and beyond — a phone call would likely suffice. Alternatively, if you think the person could become a personal friend, you may want to invite them to a more relaxed event, where you can get to know them better. But the former is converted into the latter when you add one ingredient: rumination, the tendency to keep thinking about past or future events in a negative way. When you start ruminating (you’ll notice that your attention gets caught in an unproductive loop, like a hamster on a wheel), redirect yourself toward areas in which you can take useful action. Try this exercise: Draw a circle on a page. Write down all of the things you can control or influence inside the circle and all of the things you cannot outside it. Remind yourself that you can care about externalities (your work, your team, your family) without worrying about them. You can also put things in perspective by comparing a past stress with a current one — i. How much will this matter in three years’ time?” or “What’s the worst that could happen?”. Adapted from “Pressure Doesn’t Have to Turn into Stress,” by Nicholas Petrie. Bosses Shouldn’t Play Favorites. Jul 7, 2. 01. 7. It’s natural to like some colleagues more than others. But when you’re the boss, treating direct reports differently — and especially playing favorites — is unwise and unfair. To make sure you don’t give anyone special treatment, divvy up choice assignments in a fair and equitable way. Keep a record of whom you brought to the last high- level presentation and who took the lead on the last big project. Simple things, like rotating who leads the weekly team meeting, can help project fairness. Be as inclusive as possible. As you’re picking a team to work on a new project, ask yourself, “Can I add one more position, even in a minor role?”. Adapted from “How Managers Can Avoid Playing Favorites,” by Rebecca Knight. Go Out of Your Way to Establish Trust on Your Virtual Team. Jul 6, 2. 01. 7. You can gauge the health of a virtual team by measuring the average lag time between when team members identify a problem and when they discuss it. If you and your colleagues don’t trust one another, issues will go unaddressed for much longer than they should. That’s why it is critical for members of a virtual team to establish trust and a sense of safety up front. Trusting people is hard when you don’t work with them face- to- face, but even the smallest of gestures can help: Be generous with information. If someone is struggling with a project or task, be the first to offer help. And when someone on the team has even a minor success, send a congratulatory email. A little kindness goes a long way in encouraging others to give you the benefit of the doubt when stresses inevitably arise. More often you make a call with incomplete information, which leaves you open to confirmation bias — meaning you pay attention to data that supports the decision you’ve made and dismiss data that does not. To avoid this trap, take some time before executing your decision and ask yourself what would’ve happened if you’d made the opposite choice. Gather the data you would need to defend this opposite view, and compare it with the data used to support your original decision. Reevaluate your decision in light of the bigger data set. Your perspective may still be incomplete, but it will be much more balanced.
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