Stop Having Bad Meetings

From Harvard Business Review 

No one has time for a bad meeting. So be sure you’re not wasting people’s time, including your own, by making each meeting purposeful, inclusive (of the people who actually need to be there), and participatory. Start by inviting people to contribute to the agenda beforehand. This will increase everyone’s buy-in. Then, explain why the meeting matters before you dive into the agenda. For example, you might say, “I’d like this meeting to move us closer to a hiring decision,” or, “We have an important call to make related to next week’s product launch.” Next, divvy up roles. Whose responsibility is it to challenge ideas that are raised? Who’s the final decision-maker? Who’s the notetaker? Who’s the timekeeper? And, remember, as the leader, all eyes are on you. Set the right tone by verbally recognizing valuable ideas, keeping the scope of the meeting focused, and sustaining positivity in the face of conflicts or discussions on difficult topics. Your team will follow suit.

Why do your employees stay?

 from Harvard Business Review

If you’re serious about retaining the people on your team (as you should be), consider conducting “stay” interviews. These are discussions where you ask loyal employees key questions to understand how engaged they are. The information you gather can help you tackle common retention issues. Here are four questions to try:

• What’s your frame of mind today? No matter what the response is — positive or negative — don’t negate their experience or move too quickly to solving a problem. Just listen, thank them for being honest, and ask for more information before moving toward a solution.
• Who do you feel connected to at work? Based on their response, explore what you can do to help them deepen those connections. Perhaps people from different departments can work on a company-wide event, a cross-division initiative, or take part in virtual discussion groups.
• What do you want to learn that will excite you and help you grow? This question signals that you care about their development and want to help them achieve their aspirations.
• What barriers can I remove for you to help you do your job better? Then brainstorm with your colleague how you can be most helpful. Ensuring people can do their jobs well is just as important as praise and rewards.

Build a Habit of Self-Reflection

 from Harvard Business Review

Build a Habit of Self-Reflection

Reflection — looking back on your day (without bias or regret) to contemplate your behavior and its consequences — helps develop your emotional intelligence. If you want to build a regular habit of reflecting, keep a journal. Whenever you are surprised or frustrated, pause and note the feeling. Then, as soon as you are able — perhaps for fifteen minutes at the end of each workday — jot down what happened. Try to identify the “why” behind the emotion. What about the event triggered these feelings in you? Did things not go your way? Did you make a mistake? Next, set an hour aside each week to review your notes. Block out the time on your calendar and take an honest and rigorous look at where you’ve been mentally and emotionally. Finally, don’t just re-read your journal entry; add to it. In retrospect, are there things about the situation that you’re able to see differently? Press yourself. What went wrong? Were your initial observations correct or do they reveal something else that may have been going on, something you couldn’t see in the heat of the moment? Try to think of yourself as a neutral observer. And go easy on yourself. Reflection can be ego-bruising. Always remember that excellence is achieved by stumbling, standing up, dusting yourself off, then stumbling again. If you study those stumbles, you’re much less likely to stumble the same way again.

This tip is adapted from “Don’t Underestimate the Power of Self-Reflection,” by James R. Bailey and Scheherazade Rehman

Great Presenters Establish Trust with Their Audience

 from Harvard Business Review

Great Presenters Establish Trust with Their Audience

When giving a presentation, your most important responsibility is to establish trust with your audience. How can you do this? Focus on four key areas. Competency. Demonstrate expert knowledge of your topic by sharing current trends in your industry and by using specific anecdotes. Clarity. Clear communication lets expertise shine through. Identify the goal of your presentation in advance and use a clear structure with logical transitions to achieve that goal. Then, read your presentation out loud and refine as needed. Compassion. Speak directly to your audience’s needs, highlight what’s relevant to them, and make them feel heard and understood. Connection. Weave personal examples into your presentation — particularly examples that demonstrate vulnerability and transparency — to connect emotionally with your audience.

Catlin Tucker - Why am I grading this?

 https://catlintucker.com/2019/02/ask-yourself-why-am-i-grading-this/

When the News Is Distressing, It’s Important to Support Your Team

from Harvard Business Review

When the News Is Distressing, It’s Important to Support Your Team

When you’re in a position of authority, your words have special weight. But when the news is distressing, and your team is worried, it’s not always clear what to do or say. If you’re finding yourself at a loss, start with these three simple steps. Check in with your employees individually. Talk to each person on your team to get a sense of who is affected — and how. Ask if there’s anything they need or any way you can support them. A simple question at the beginning of a one-on-one meeting such as, “Have you been following the news? Do you know anyone impacted?” can reveal an unexpected connection that someone might not have thought they could share. Make space to address the news during a meeting. You might start your weekly huddle by saying, “I’d like to take a quick minute to acknowledge what’s happening. I’ve certainly been distracted and concerned by it. Who else feels the same way?” Your goal is to be compassionate and understanding, not to wade into politics, put people on the spot, or force anyone to speak. Give people the opportunity to take action. Research ways to help that are in line with your organization’s values and provide credible sources for employees to get involved. If possible, let them use a portion of their working hours for volunteer activities.

How to Respond When Your Team Is Frustrated

 from Harvard Business Review

How to Respond When Your Team Is Frustrated

Sometimes, when you’re a manager, your team gets upset with you. They may be unhappy with a decision you’ve made or a new policy or an increase in workload. Of course, you aren’t in charge of keeping everyone happy all of the time, but you do want to respond to negative emotions so they don’t erode trust or hold your team back. Here are some strategies for managing anger and resentment when they creep up. Balance your emotions before reacting to your team’s. Don’t take the anger or resentment personally. See these expressions as data, not a threat, and resist the urge to get defensive or to dismiss your team’s feedback. Be curious. Ask for more information. Offer your team members a safe space to vent to you without shame or worry of retribution, and focus on what you can learn from their feedback. Enlist their help. Invite them to partner with you to explore solutions that address their concerns and benefit everyone. That way you can channel their frustration into a positive and productive outcome. Build deeper trust by owning your part. Even if you weren’t the direct cause of your team’s frustration, own up to any blind spots you may have and commit to continuing to learn and grow.