Dear Readers,
Thank you for your interest in, and support of, our blog as we continue to grow in readership. I will continue to answer your questions, posting relevant and beneficial information that will support your professional development.
We will be back next week with all new topics that I am certain you will find interesting.
In the meantime, we wish all of you and your loved ones the happiest of Thanksgiving holidays!
Debbie
Wednesday, November 23, 2011
Monday, November 14, 2011
Popular Posts
Dear Readers,
Out of town on business this week, so I'm re-running one of our popular posts about managing conflict. What do you think about the subject? Let me hear from you in in the comments! Be back next Monday with an all-new post -- see you then.
Dear Debbie,
I know it's important to be a team player, but what do I do when I strongly disagree with a co-worker? How do I express my opinion without being viewed as a negative force?
When there’s a disagreement with a co-worker, I think it’s best to try to resolve it between the two of you first. I suggest that you have a conversation with him or her to get more information and justification for why he or she is taking their position. It’s entirely possible that, once you get more details, you may find out that you don’t disagree so strongly or perhaps you don’t disagree at all. If you are still at odds, determine where you differ. Do you really disagree about the issue at hand or are there personality differences at play? Knowing whether your differences are issue-related or personality-related can help you both tackle your concerns from the right angle.
If you disagree on an issue, you can come to a compromise based on the facts and how you each see them. If it’s a personality conflict, then have an honest discussion with the individual to unravel your differences and reach an agreement on how you can go forward and work together productively.
It’s important to try to do this first in a private setting so that you don’t have to air your differences in a group. If time is of the essence and you must disagree publically, do so calmly, diplomatically and professionally, leaving your emotions out of it. Remember, you are not always going to agree with your co-workers and there is nothing wrong with healthy dissension in a group.
Out of town on business this week, so I'm re-running one of our popular posts about managing conflict. What do you think about the subject? Let me hear from you in in the comments! Be back next Monday with an all-new post -- see you then.
Dear Debbie,
I know it's important to be a team player, but what do I do when I strongly disagree with a co-worker? How do I express my opinion without being viewed as a negative force?
When there’s a disagreement with a co-worker, I think it’s best to try to resolve it between the two of you first. I suggest that you have a conversation with him or her to get more information and justification for why he or she is taking their position. It’s entirely possible that, once you get more details, you may find out that you don’t disagree so strongly or perhaps you don’t disagree at all. If you are still at odds, determine where you differ. Do you really disagree about the issue at hand or are there personality differences at play? Knowing whether your differences are issue-related or personality-related can help you both tackle your concerns from the right angle.
If you disagree on an issue, you can come to a compromise based on the facts and how you each see them. If it’s a personality conflict, then have an honest discussion with the individual to unravel your differences and reach an agreement on how you can go forward and work together productively.
It’s important to try to do this first in a private setting so that you don’t have to air your differences in a group. If time is of the essence and you must disagree publically, do so calmly, diplomatically and professionally, leaving your emotions out of it. Remember, you are not always going to agree with your co-workers and there is nothing wrong with healthy dissension in a group.
Monday, November 7, 2011
Giving Constructive Feedback
Dear Debbie,
I am a relatively new manager and have little experience in giving feedback, especially when it involves difficult issues or performance deficiencies. How do you prepare for and deliver constructive feedback without hurting the relationship?
When you prepare for such a discussion, start by clearly defining the issue. Separate your emotions from the facts that you need to review and discuss. Emotions such as fear, anger, stress, and anxiety are a few that can be attached to difficult situations. While these emotions may be understandable and even justified, they won’t help you in solving the issues at hand.
Next, detail any and all performance deficiency specifics that are related to the issue. Look at this challenge in an objective, professional manner, focusing on the facts alone. Anticipate what the employee’s reaction may be and prepare your responses accordingly to keep the meeting on topic and on track. Have a written outline in front of you with the points you need to make and the goals for the meeting.
By preparing with meeting objectives and a clear agenda, you will be able to better control the discussion and accomplish what you had planned. Even though you may be dealing with negative behavior, it’s important to keep your tone and demeanor as positive as possible. Let the employee know that improvement is possible and what he or she must do to achieve it.
I am a relatively new manager and have little experience in giving feedback, especially when it involves difficult issues or performance deficiencies. How do you prepare for and deliver constructive feedback without hurting the relationship?
When you prepare for such a discussion, start by clearly defining the issue. Separate your emotions from the facts that you need to review and discuss. Emotions such as fear, anger, stress, and anxiety are a few that can be attached to difficult situations. While these emotions may be understandable and even justified, they won’t help you in solving the issues at hand.
Next, detail any and all performance deficiency specifics that are related to the issue. Look at this challenge in an objective, professional manner, focusing on the facts alone. Anticipate what the employee’s reaction may be and prepare your responses accordingly to keep the meeting on topic and on track. Have a written outline in front of you with the points you need to make and the goals for the meeting.
By preparing with meeting objectives and a clear agenda, you will be able to better control the discussion and accomplish what you had planned. Even though you may be dealing with negative behavior, it’s important to keep your tone and demeanor as positive as possible. Let the employee know that improvement is possible and what he or she must do to achieve it.
Thursday, November 3, 2011
Networking
Dear Debbie,
There are so many networking groups in the area that I get a bit overwhelmed, feeling as though I should participate in all for fear of missing out on an opportunity. How do I determine which groups are worth my time?
This really can be a problem in today’s business world when the advice we get is to network, network, and network some more. Let’s face it, if you live in a major metropolitan area, there are multiple groups for every industry, sector, gender, and age from which to choose and participate. Ultimately, there aren’t enough hours in the day to join everything.
Give yourself permission not to accept every invitation to every function that comes your way. Like everything else in your time management tool box, you must be smart with your networking choices. It’s important to ensure a return on the investment of your time, especially in the areas of business and personal development.
So, here are a few things to think about when you decide which invitations to accept for networking opportunities. First, ask yourself what the demographic makeup will be in attendance. Will it be a group that is interested in your business? Will it be individuals that you can connect with for future business and for your own development? Most likely these questions will help you in effectively eliminating those invitations that likely won’t be productive for you.
Second, determine what your main purpose would be for attending a particular function. Is it to meet certain people? Pitch your business? Connect with future employers?
Once you identify the right group or groups for your networking time, look at ways to increase your level of visibility through leadership roles within the organization and speaking opportunities. These offer excellent opportunities for you to elevate your public visibility and name recognition, while increasing your self confidence and furthering your personal and professional development.
There are so many networking groups in the area that I get a bit overwhelmed, feeling as though I should participate in all for fear of missing out on an opportunity. How do I determine which groups are worth my time?
This really can be a problem in today’s business world when the advice we get is to network, network, and network some more. Let’s face it, if you live in a major metropolitan area, there are multiple groups for every industry, sector, gender, and age from which to choose and participate. Ultimately, there aren’t enough hours in the day to join everything.
Give yourself permission not to accept every invitation to every function that comes your way. Like everything else in your time management tool box, you must be smart with your networking choices. It’s important to ensure a return on the investment of your time, especially in the areas of business and personal development.
So, here are a few things to think about when you decide which invitations to accept for networking opportunities. First, ask yourself what the demographic makeup will be in attendance. Will it be a group that is interested in your business? Will it be individuals that you can connect with for future business and for your own development? Most likely these questions will help you in effectively eliminating those invitations that likely won’t be productive for you.
Second, determine what your main purpose would be for attending a particular function. Is it to meet certain people? Pitch your business? Connect with future employers?
Once you identify the right group or groups for your networking time, look at ways to increase your level of visibility through leadership roles within the organization and speaking opportunities. These offer excellent opportunities for you to elevate your public visibility and name recognition, while increasing your self confidence and furthering your personal and professional development.
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