The Management Tip of the Day

Do Your Company Norms Promote the Behavior You Want?.‌ Every company has unwritten rules that dictate how people behave. Often these norms are so ingrained that leaders don't even think about them — but unless you do, you risk creating a disconnect between how people think they should act and how you want them to act. Start by asking yourself what norms employees might hold in their heads. For example, what do people think the best way to get ahead is? Are they allowed to disagree with the boss in meetings? Then test your assumptions by asking employees what they think. (This may be easier if you aren't the one asking.) Write down what you hear, and reflect on which norms help the company achieve its goals. If some norms don't align with what leaders expect of people, figure out where the false perceptions come from, and then implement an internal communications plan to change them. Use management meetings, all-hands memos, and companywide addresses to get everyone on the same page. Today’s Tip  Do Your Company Norms Promote the Behavior You Want? Every company has unwritten rules that dictate how people behave. Often these norms are so ingrained that leaders don't even think about them — but unless you do, you risk creating a disconnect between how people think they should act and how you want them to act. Start by asking yourself what norms employees might hold in their heads. For example, what do people think the best way to get ahead is? Are they allowed to disagree with the boss in meetings? Then test your assumptions by asking employees what they think. (This may be easier if you aren't the one asking.) Write down what you hear, and reflect on which norms help the company achieve its goals. If some norms don't align with what leaders expect of people, figure out where the false perceptions come from, and then implement an internal communications plan to change them. Use management meetings, all-hands memos, and companywide addresses to get everyone on the same page. This tip is adapted from “Why You Should Write Down Your Company's Unwritten Rules,” by Karen Niovitch Davis ADVERTISEMENT Our content. Your success story. Get access to HBS's world-famous case studies and 4 complimentary eBooks with our new subscription plans. Choose your subscription plan Newsletter The Daily Alert Links to all the digital articles published in the last 24 hours. Sign up Bundle HBR's 10 Must Reads 2020 (Paperback + Ebook) by Harvard Business Review, Michael E. Porter, Nitin Nohria, Katrina Lake $34.95 Learn more Don’t forget you’re entitled to 20% off your first purchase* *Use promo code HBRORGREG4. View details here. View in browser Contact us Manage newsletter preferences Privacy policy Unsubscribe

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HBR Study: Helping Health Care

The U.S. health care system continues to confuse and challenge its users. While there is debate over the right solution, the ultimate answer should improve care, make the population healthier, and lower costs for all. Harvard Business Review Analytic Services is conducting research to explore the expectations and challenges facing each part of the US health care system — payers, providers, and employee benefits managers. As a thank you, upon completion of the survey, you will be able to download a complimentary copy of Harvard Business Review's article collection, "Curing Health Care." In addition, we will post a summary of survey results on HBR.org later this winter. Read online         Special Invitation   October 30, 2019   Dear Valued Colleague, The U.S. health care system continues to confuse and challenge its users. While there is debate over the right solution, the ultimate answer should improve care, make the population healthier, and lower costs for all. Harvard Business Review Analytic Services is conducting research to explore the expectations and challenges facing each part of the US health care system — payers, providers, and employee benefits managers. As a thank you, upon completion of the survey, you will be able to download a complimentary copy of Harvard Business Review's article collection, "Curing Health Care." In addition, we will post a summary of survey results on HBR.org later this winter. Complete the survey here. Please be assured that your responses are completely confidential and results will be analyzed in the aggregate only. Any personal data will not be used for any purpose other than for the research exercise itself. Thank you in advance for participating in this effort. Sincerely, Sarah McConville Group Publisher Harvard Business Review     HBR.ORG | TOPICS | THE MAGAZINE | SUBSCRIBE TO HBR | BOOKS | CASES | STORE | NEWSLETTERS     Contact us   Manage email preferences   Privacy policy   Unsubscribe     Copyright © 2019 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 20 Guest St, Suite 700 Brighton, MA 02135

                                         

The Management Tip of the Day

Managing an Employee Who's Emotionally Needy.‌ Some employees need more validation than their managers can give. When a direct report always wants you to say they did a good job, or is never convinced their work is good enough, it's best to address the issue directly. Schedule a private meeting to talk to the employee — and be gentle, not harsh or dismissive. Show the person that you care about their well-being, and use concrete examples to explain how their behavior is affecting you, their work, or the team. Encourage the employee to think about why they seek so much reassurance and how to find healthier ways to meet their needs. For example, they might turn to friends outside the workplace or a mental health professional to talk through their emotions. And set boundaries for the future, being direct about what your limits are. Throughout the conversation and going forward, treat the person as if they are strong rather than fragile. Your goal is to give them the right amount of support — not to make them feel bad for wanting more. Today’s Tip  Managing an Employee Who's Emotionally Needy Some employees need more validation than their managers can give. When a direct report always wants you to say they did a good job, or is never convinced their work is good enough, it's best to address the issue directly. Schedule a private meeting to talk to the employee — and be gentle, not harsh or dismissive. Show the person that you care about their well-being, and use concrete examples to explain how their behavior is affecting you, their work, or the team. Encourage the employee to think about why they seek so much reassurance and how to find healthier ways to meet their needs. For example, they might turn to friends outside the workplace or a mental health professional to talk through their emotions. And set boundaries for the future, being direct about what your limits are. Throughout the conversation and going forward, treat the person as if they are strong rather than fragile. Your goal is to give them the right amount of support — not to make them feel bad for wanting more. This tip is adapted from “4 Ways to Manage an Emotionally Needy Employee,” by Ron Carucci ADVERTISEMENT In print. Online. Invaluable. Subscribing to HBR? That's smart business. Get access to the latest in career and business today. Choose from one of three subscription plans. Explore our subscription options Newsletter The Daily Alert Links to all the digital articles published in the last 24 hours. Sign up Ebook Artificial Intelligence: The Insights You Need from Harvard Business Review by Harvard Business Review, Thomas H. Davenport, Erik Brynjolfsson, Andrew McAfee $22.95 Learn more Don’t forget you’re entitled to 20% off your first purchase* *Use promo code HBRORGREG4. View details here. View in browser Contact us Manage newsletter preferences Privacy policy Unsubscribe

Copyright © 2019 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 20 Guest St, Suite 700 Brighton, MA 02135