Grow up

3 Ways to Engage Employees Every Day

As a manager, dealing with employees who lack enthusiasm for their jobs or don't feel connected to the company is a big hurdle. Here are three things you can do daily to engage your people:

· Facilitate progress. Employees feel engaged when they make headway toward objectives. Provide clear goals and resources to support their progress.

· Make work meaningful. Your company doesn't need a lofty mission to make employees care. They simply need to see how their actions contribute to company value, like a service or product.

· Reward and recognize. Don't wait for milestones. Show appreciation every day for the work your employees do.

Trust Your Innovation

Most innovators experience crises of confidence—experts dismiss your underlying assumptions, you can't validate market demand, discussions with potential partners stall. If this happens, keep the faith. Trust your intuition that you are on to a big idea and keep moving forward to test your assumptions. Analysis can only reveal so much. You can't be certain you have a good or bad idea until you take action. Get out of the office and try out your idea in the real world. However, don't have blind faith. Research other innovations and understand what kind of patterns indicate things are working, and which indicate they're not

When Working Globally, Master Cultural Norms

If you're thrust into an unfamiliar culture, as a manager, you have to modify your behavior to fit cultural norms. This can be tough, especially if it makes you feel inauthentic. If you face this discomfort, try these three things:

· Identify the challenge. Pinpoint what's making you uneasy. For example, in a culture that values a top-down leadership style, are you struggling to provide clear directives?

· Adjust your behavior. Make small but meaningful adjustments that both reflect the culture you're working in and stay true to your values. You don't have to yell at employees, but could you be more assertive?

· Recognize the value. While you may need to behave in counterintuitive ways, focus on the desired outcome

Start Your Mentoring Relationship Right

Once you've secured a mentor, kick off the relationship the right way. Here are three things you can do as a mentee to help create a successful partnership:

· Get to know your mentor. Don't immediately ask for advice. Take the time to acquaint yourself with your adviser. Ask questions about her experience and working style, and share in return.

· Air concerns. You may be nervous about admitting your mistakes and fears. Establish an expectation of confidentiality up front, and remember this discretion should be mutual.

· Set milestones. To gauge progress, set goals and chart a path to achieve them. To expedite the process, draft a list of milestones and ask your mentor for feedback.

Get to Know Your Boss's Boss

Spending time with the leader two levels above you can give you a broader perspective on your job and advance your career. But not everyone has access to their boss's boss. Here are three things you can do to catch this manager’s attention:

· Take advantage of every opportunity to touch base. Send a note of congratulations when she gets a promotion or honor. Forward a relevant article. Ask a question only she'll know the answer to.

· Increase your exposure. Volunteer for a cross-functional team. Send periodic updates on your work to your manager, and ask him to forward them to his boss.

· Produce results. Impress customers—internal and external—and send your manager any compliments you receive. He will undoubtedly send it on since your success reflects positively on him

The Three Don'ts of Persuasion

Persuading people to believe in your idea is a critical leadership skill. But too many managers don't know how. Here are three things to try next time you need to gain consensus or secure a deal:

· Don't make the hard sell. Setting out a strong position at the start gives opponents something to fight. It's better to present your position with reserve, so you can adjust it if needed.

· Don't resist compromise. Compromise is not surrender. People want to see that you are flexible enough to respond to their concerns and incorporate their perspectives.

· Don't assume it's a one-shot deal. Persuasion is a process. You'll rarely arrive at a solution on the first try. Listen, test your position, and then refine it based on the group's input.

Make Use of Customer Check-Ins

New technologies allow companies to attract, reward, and engage customers in new ways. For example, with location-based mobile tools, customers can check in to a store and show their contacts that they've been there. These tools are meant to be playful and fun, and can create free buzz for a retailer. Here are two ways to use them:

· Make creative offers. Giving people a $1 off for checking in is boring and predictable. Offer a donation to a local charity for every check-in on a certain day or ask customers to post pictures of themselves in your store to earn a discount.

· Reward the "mayors." People who have the most check-ins earn the title of mayor. Encourage frequent visits by giving them perks: Allow them to cut a long line or get a prime parking spot.

Stop the Whining on Your Team

We're all grown-ups here, right? Then why do teams still whine? It's part of the human condition to complain, but it doesn't have to derail your group. When people on your team get frustrated and need a sympathetic ear, do the following:

· Insist on accountability. Don't allow people to present a problem without attempting a solution. Advise them to do what they think is necessary to achieve results.

· Encourage positivity. If the whining is about fellow teammates, encourage the group to work with each other to better understand the nature of the problem, and then create a joint solution. Remind them that most people aren't intentionally difficult.

Leverage Your Digital Network

Most managers understand how to use online tools, such as LinkedIn and Facebook, to build their networks. But few use these networks to gather information and wield influence. Here are three things you can do with a strong digital network:

· Test ideas. Test proposals and strategies both inside and outside your organization. Float an idea to see how many "likes" it gets or to direct people to a survey.

· Broker connections. Increase your influence by positioning yourself as a bridge between unconnected groups. Identify potential collaborations and make introductions.

· Get feedback. Good networkers rely on their contacts to give feedback on challenges. Post a message about your struggle and solicit input.

In Tough Situations, Unplug and Wait

When a project or meeting gets difficult, it can be tempting to power through to try to get it over with. But it's better to do the same you might do for a slow-moving computer: shut it off and wait a minute. Give yourself the opportunity to regain your composure. In a meeting that's going nowhere? Take a break. Not making headway on that proposal you need to write? Take a walk. During the break, don't think of new strategies or arguments. By taking yourself out of the situation, you allow your brain to rest so that when you return—with a fresh perspective and a calm mind—you are more likely to find a new solution

Define How Your Team Will Work

Most team leaders know to help their team define goals, but the conversation shouldn't stop there. You also need to agree on the mechanics of how the team will get the work done. Here are four things that need to be clear on every team:

· Roles and responsibilities. Every member needs to know their tasks and how their work will contribute to the overall goals.

· Work processes. You don't need a notebook full of procedures, but agree on how to carry out the basics—such as decision-making or communicating.

· Rules of engagement. Establish a constructive team culture. Discuss the shared values, norms, and beliefs that will shape the daily give-and-take between team members.

· Performance metrics. How will you measure progress? Define the measures for meeting the goals, and the consequences for not meeting them

Identify Your Distinctive Strengths

To get a job or a promotion, you need to know your strengths. If you can't articulate them, you can't expect your boss or potential employer to either. Here's a four-step process to identifying what makes you great:

· List your strengths. Include skills and knowledge you've acquired through experience and education as well as softer intrinsic strengths, such as insightfulness or empathy.

· Ask for input. Ask colleagues for honest feedback.

· Revisit past feedback. Reread old performance reviews or think back on coaching from previous bosses.

· Modify your list. Adjust your original list to reflect what you've learned. Make sure the strengths are specific so that they are credible and useful.

When Job Hunting, Get HR on Your Side

When applying for a job, it's easy to cast HR as your mortal enemy, or at least as an annoying hurdle to overcome. But partnering with HR will benefit you in the hiring process. Next time you are up for a job, consider doing these three things:

· Embrace the HR screen. Hiring managers rely on HR to weed out unqualified applicants and save them time. Accept that this is a necessary step.

· Explain why you're the one. Focus on demonstrating how you are qualified rather than worrying about being eliminated.

· Be respectful. Think about the future. Treat recruiters with respect regardless of the outcome—they may consider you for future positions.

Embrace Distraction

Recent studies have revealed the productivity cost of interruptions. But as the world gets more distracting, can we truly uphold the ideal of undivided attention? Not all disruptions are negative. Gazing out the window allows your brain to come up with new ideas or process information. Logging on to Facebook for a few minutes can give you a much-needed break so you return to work in a better, more productive mood. Instead of barring things that take your attention away from work, try creating and embracing positive interruptions.

Compete To Be Unique, Not the Best

Most companies want to be the best at what they do. But in the vast majority of business, there is no such thing as "the best." Trying to imitate rivals will get you nowhere: It's impossible to do exactly what your competitors are doing and end up with superior results. Customers choose different products and services for different reasons, and it's unlikely you'll win them all. Instead, focus on creating superior value for the customers that choose your company. Doing this profitably means accepting limits and making tradeoffs—you can't meet every need of every customer. Don't set out to win a war. Instead find your audience and capture their attention and loyalty.

Don't Make These Mistakes at Your
New Job

Taking on a new assignment is exciting. But it's not easy. Here are three common mistakes people make when moving to a new job and how to avoid them:

· Forgetting about the people. Most people start a new job with a plan for success. But you can't forget the people. Know who you will need to rely on to get your work done and focus on building productive relationships with them.

· Failing to listen. You may be eager to introduce yourself and your plan, but don't dominate conversations. Listen to others so their input can guide you.

· Relying on old power dynamics. Every organization has a way of operating. Don't assume what worked in your last company will work in the new one. Understand the new dynamics and how to establish your authority.

Save the Meeting That's Going Nowhere

We've all been stuck in long meetings that bounce aimlessly from one topic to the next. Instead of rolling your eyes, take control. Be brave enough to propose a solution:

· Play dumb. Ask someone in the room—preferably the strongest communicator—to help you understand what problem you're trying to solve and what needs to happen to resolve it.

· Identify the decision-maker. Sometimes meetings stall because no one knows who is responsible for the decision. Ask who that is and inquire whether he's ready to decide.

· Get the right people in the room. Are there absentees who need to be there? Suggest rescheduling for a time when all the stakeholders can be present

Stop Your Career Anxiety

If you're unhappy in your job, you are not alone. Plenty of people—many with stable, high-paying, interesting jobs—feel lost in their careers. If you experience this anxiety, try these three things:

· Forget money. Money matters but not at the cost of doing something you love. If you are unhappy in a job, a six-figure salary won't change that.

· Try new things. Challenge yourself. Ask your boss for a chance to lead a new business. Speak at an industry conference. Take on a special project in another part of the company.

· Get to know yourself. Spend time thinking about your passions. Don't settle on the first thing; consider many options.

Put Yourself in Your Customers' Shoes

If your company is looking to innovate, don't waste time analyzing market research reports and delving into customer data. What customers say they will do is not necessarily what they end up doing. Instead, put yourself in your customers' shoes. Observe them using products and watch for frustrations they may not even notice. Don't delegate these explorations to the market research consultants. Do it yourself. Make sure senior people in your organization – those who have the strategic understanding to recognize opportunity and the authority to act on it—get out and observe customers too.

Get Your Colleagues' Attention

To capture any audience's attention, you must frame your message properly. Whether you're making a presentation, composing an email, or talking with your boss, here's how to convey your idea:

· Start with what you want. Busy colleagues don't want to wait for the punch line. Provide the most important information up front.

· Explain the complication. Give the specific reason for your message. What prompted you to deliver it?

· Connect to the big picture. Explain why your audience should care. Point out what is relevant to them and how it links to their goals.

· End with a call to action. Once you've set the context, reiterate what you need.

Get Comfortable with Collaboration

We praise collaboration for improving problem solving, increasing creativity, and spurring innovation. Done correctly, it does yield all these benefits. But it can also be scary. Here are three facts you have to accept, and embrace, about collaboration before it can work:

· You won't know the answer. There's no point in collaborating on a complex problem if you know how to solve it. Be comfortable with ambiguity and accept that you aren't necessarily the expert.

· Roles will be unclear. Responsibilities are often fluid. Be ready for the role you play to change with each phase of the work.

· You will fight. If you avoid conflict, nothing will happen. Knowing how to debate tradeoffs between options means knowing how to productively argue