Thursday, March 31, 2016
The Management Tip of the Day from Harvard Business Review
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| March 31, 2016 The Trick to Reading a Book a WeekReading nonfiction books is one of the best ways to stay engaged with the newest thinking in your field. But how can you make time for reading if your schedule is already overloaded? Understand that you don’t need to read a nonfiction book cover to cover to learn from it — you can actually absorb just as much if you approach it in a different way. Start with the author bio to get a sense of the person’s bias and perspective. Read the title, the subtitle, the front flap, and the table of contents. What’s the big-picture argument? Read the introduction and the conclusion word for word, but quickly. Then, skim each chapter. End with the table of contents, to summarize the main points in your head. When you’re actively engaging with the material in this way, your mind is more alert and able to retain a great deal of information. |
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Wednesday, March 30, 2016
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The Management Tip of the Day from Harvard Business Review
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| March 30, 2016 In Meetings, Tell Your Team That Silence Equals AgreementMany managers assume that when they ask for feedback, people will offer their thoughts candidly and directly. But that often doesn’t happen, especially in public settings and high-stakes situations. To force people to open up, no matter how reluctant (or passive-aggressive) they may be feeling, set one key ground rule: “Silence denotes agreement.” Explain that silence doesn’t mean “I’m not voting” or “I reserve the right to weigh in later.” It means “I’m completely on board with what’s being discussed.” You must then commit to enforcing the rule. If someone — even a powerful team member or friend — buttonholes you after a meeting to express reservations about what was said, tell them, “You should have spoken up at the meeting. Now everyone is on board and the ship has sailed. Next time, say something.” |
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Tuesday, March 29, 2016
The Management Tip of the Day from Harvard Business Review
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| March 29, 2016 Avoid Hiring a Toxic EmployeeToxic employees are incredibly costly for organizations — they can lower employee morale, upset customers, and even bring on litigation fees. So it’s essential to weed them out before they join your company. When you’re interviewing a candidate, be on the lookout for signs of incivility. Consider asking questions such as:
Also find out how the candidate treated your parking lot attendant, your receptionist, and your administrative assistant. Was he gracious and respectful or rude and condescending? Finally, conduct careful reference checks and investigate any hunches thoroughly. Adapted from "How to Avoid Hiring a Toxic Employee," by Christine Porath |
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