Business Leaders Have Abandoned the Middle Class
To prevent such catastrophes from happening, business needs to play a
more active, engaged role in creating the kind of thriving, vibrant
economies that inoculate societies from self-implosion—because those
implosions take businesses down with them, too. Brexits don’t happen in
thriving economies; they only happen when the pie is shrinking. People
who have good jobs — jobs that allow them to do something useful, that
pay livable wages, that come with good benefits — who can educate their
children, get the health care they need, and live lives that are decent
and whole generally don’t blow up their own economies in a misguided bid
for attention, justice, and vengeance.
Thursday, June 30, 2016
Wednesday, June 29, 2016
Sunday, June 26, 2016
Saturday, June 18, 2016
Two-Thirds of Managers Are Uncomfortable Communicating with Employees
Two-Thirds of Managers Are Uncomfortable Communicating with Employees
The next time you need to have a difficult feedback conversation with an employee, consider these guidelines:
The next time you need to have a difficult feedback conversation with an employee, consider these guidelines:
- Be direct but kind. Check your motives before
diving into the discussion. If your goal is to shame someone or to feel
superior in some way, you’re way off track. However, if you see an
opportunity for growth, be direct. Don’t beat around the bush. Include
specific examples of desired behaviors to help illustrate what you mean. - Listen. Listening provides a space in which both
people feel respected. Ideally, a feedback conversation is meant to
spark learning on both sides — you must understand the situation
together to make positive change. Consider this recent HBR.org article by
Jack Zenger and Joseph Folkman, which shared the results of a global
study in which respondents were asked to rate their managers on the
extent to which they “carefully listened to the other person’s point of
view before giving them feedback.” Respondents who rated their managers
as highly effective at listening felt more positively about the
manager’s ability to provide feedback. The respondents who strongly
disagreed with this statement rated their manager significantly lower on
providing honest and straightforward feedback on a regular basis. - Don’t make it personal. Imagined slights and
malice are toxic. It’s easy to take things personally in a feedback
conversation, but if you acknowledge the emotions being felt, you will
offer the recipient a relief valve for the stress. - Be present. Show up fully for the discussion, and
don’t rush off once it’s over. Be brave enough to allow moments of
silence to come into the conversation. Follow up later so that
afterthoughts don’t create imagined distance. - Inspire greatness. Be sure to communicate your aspirations for the person you’re giving feedback to.
Thursday, June 16, 2016
3 Ways to Stop Yourself from Being Passive-Aggressive
3 Ways to Stop Yourself from Being Passive-Aggressive
Passive aggressiveness is an attempt to regain power and relieve the tension created by that gap between anger and silence.
To reduce the challenge, it helps to have an established method for being direct about someone else’s poor behavior.
What I realized is that no matter what I do in a situation like that, I
will end up feeling at least a little uncomfortable. That’s because,
when we’re dealing with someone who is being selfish or inconsiderate,
we need to be willing to assert our interests at least as strongly as
they are willing to assert theirs. We need to be polite but also stand
our ground. And that feels uncomfortable.
Here are three steps that might help:
gap between our anger and our silence — either by dissipating our anger
or breaking our silence.
Breaking the silence isn’t easy, doesn’t feel comfortable, and risks
open conflict. But standing up for yourself is important and, in the
end, open conflict is preferable to underground discord.
Passive aggressiveness is an attempt to regain power and relieve the tension created by that gap between anger and silence.
To reduce the challenge, it helps to have an established method for being direct about someone else’s poor behavior.
What I realized is that no matter what I do in a situation like that, I
will end up feeling at least a little uncomfortable. That’s because,
when we’re dealing with someone who is being selfish or inconsiderate,
we need to be willing to assert our interests at least as strongly as
they are willing to assert theirs. We need to be polite but also stand
our ground. And that feels uncomfortable.
Here are three steps that might help:
- Ask a question. Is there a particular reason you are holding this space for your workout while you’re on the treadmill?
The key is to really be curious (otherwise the question itself may be a
passive aggressive move). Your curiosity might be the only move you
need to make. If you hear a legitimate reason behind a person’s
offensive behavior, your anger may simply dissipate. And, if they have
no reason, they may simply shift their own behavior. If neither of those
happen, then: - Share your perspective while acknowledging theirs. I
understand why you want to hold this space for after your treadmill,
but it’s frustrating to work out squeezed between two posts while the
larger space sits idle. - Make a firm request supported by logic. Since we all share this small gym, please don’t hold space that you aren’t using. Saying
it this way (“Since . . . Please . . .”) imbues you with a certain
amount of authority. It’s somewhere between a request and a demand. You
are setting a standard for how people should act and increasing the
likelihood that the person will comply.
gap between our anger and our silence — either by dissipating our anger
or breaking our silence.
Breaking the silence isn’t easy, doesn’t feel comfortable, and risks
open conflict. But standing up for yourself is important and, in the
end, open conflict is preferable to underground discord.
Thursday, June 9, 2016
Monday, June 6, 2016
How 'Emotional Labor' Burns Out Senior Living Staff
How 'Emotional Labor' Burns Out Senior Living Staff
. . . the skill of using deep acting techniques can be increased with proper training and practice. There are implications for training staff on developing strategies for interacting with residents when their own emotions run high or low—both for the betterment of their own health and well-being, as well as of the experience of residents.
The airline industry provides an example of how organizations can successfully train employees to manage emotions in a friendly, emotionally healthy manner when interacting with customers.
. . . the skill of using deep acting techniques can be increased with proper training and practice. There are implications for training staff on developing strategies for interacting with residents when their own emotions run high or low—both for the betterment of their own health and well-being, as well as of the experience of residents.
The airline industry provides an example of how organizations can successfully train employees to manage emotions in a friendly, emotionally healthy manner when interacting with customers.
Saturday, June 4, 2016
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