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Elizabeth Doty gives leaders 4 suggestions that can help to translate your team’s insights into execution over time.":1,"#4 Steps to Improving Execution":1,"#In addition to a to-do list, I always maintained a follow-up list. It was a good opportunity to offer stretch tasks to key individuals who were seeking to differentiate themselves from their peers. I would include the completion of ad-hoc tasks in the annual goal planning process when I sat down with employees at the start of each year. Learning to use to-do lists effectively is simple and satisfying, and it offers a sense of accomplishment every time you scratch an item off your list.":1,"#Stay In Control As a Leader - The Easy Way.":1,"#Decisions made in boardrooms have broad consequences for management, investors, employees, and other stakeholders who rely on the directors to be efficient, responsible stewards of the organization. In Boards That Excel, B. Joseph White shares insights into how directors can provide the best governance for the corporations, private companies, or nonprofit agencies they serve. White uses information from both personal experience and scholarly research in outlining how boards can provide great governance.":1,"#Boards That Excel":1,"#Often you will need to enhance your teams productivity quickly. Steve Radcliffe demonstrates how to enhance your relationships in order to improve the performance of any team you are a part of.":1,"#Exercise: Improving Team Performance":1,"#429 Results found for <span ljsid-1=\"\">\"excel\"</span>":1,"#Connecting with others digitally is a necessary requirement in today’s business world. Ensure that your relationships are strong and authentic by practicing clear communication and mindful listening.":1,"#Building Relationships in a Digital World":1,"#This article examines the results of a study that looked into why managers may be reluctant to support employees’ creative ideas, focusing on the status consequences managers face when endorsing subordinates’ proposals. Across multiple experiments, the study found that when ideas succeed, employees gain more status than their managers, while failed ideas lead to greater status losses for managers, making endorsement risky regardless of outcome. These perceived status dynamics help explain managerial resistance to innovation and suggest that practices such as blind idea evaluation could reduce bias and encourage the advancement of promising ideas.":1,"#Why Managers Stifle Good Ideas":1,"#Nastavení souborů cookie":1,"#Zavřete předvolby souborů cookie":1,"#Odmítnout nepodstatné":1,"#Přijmout vše":1,"#Uložit":1,"#Analýza":1,"#Personalizace":1,"#Cílená reklama":1,"#Nastavení ukládání":1,"#Zásady ochrany osobních údajů":1,"#Tento web využívá technologie, jako jsou soubory cookie, aby umožnily základní funkce webu, a také pro analýza, personalizace a cílená reklama. Nastavení můžete kdykoli změnit nebo přijmout výchozí nastavení. Tento banner můžete zavřít a pokračovat pouze se základními soubory cookie.":1,"#Zavřete tento dialog":1,"#Otevře externí web v novém okně":1,"#Otevře externí web":1,"#Otevře se v novém okně":1,"#Insecure leaders—whether anxious or avoidant—are more common in organizations than most people acknowledge. Their behaviors can distort communication, undermine collaboration, and burden teams. Anxious leaders seek reassurance and may micromanage; avoidant leaders resist feedback and limit openness. In response, the people they work with overaccommodate, withdraw, or confront too directly, which reinforces the insecurity. The authors offer a three-step framework for working with such leaders: regulate emotional intensity, relate through attuned connection, and reason only once safety is established. This enables clearer dialogue, healthier decision-making, and more-functional partnerships with insecure executives.":1,"#Jeffrey Yip, Dritjon Gruda":1,"#How to Manage an Insecure Leader":1,"#As an accomplished executive, both in corporate settings and start-ups, and with a top-rated MBA (INSEAD), <strong ljsid-1=\"\"><a ljsid-1-0=\"\">McKenna Sweazey</a></strong> has had to hone her interpersonal relationship skills over Skype, Google Hangouts, Slack, good old-fashioned phone lines, and now Zoom. Her career includes her work with successful start-ups, like Taboola, which IPO’d in 2021 and where she spent five years. She also worked at the venerated <em ljsid-3=\"\">Financial Times</em> as head of global marketing. Currently, she is a marketing strategy consultant for brands in the US and Europe.":1,"#Add humility to your self-promotion by giving some credit to others. Add context to your accomplishments with details like the size of the team you lead and how much revenue you generated.":1,"#Convey confidence by speaking at a measured pace on the lower end of your vocal register. Also use good posture, move the conversation forward, and ask questions.":1,"#Demonstrate your expertise by becoming active in your industry on LinkedIn or Twitter.":1,"#To get ahead in a dispersed workplace, you need sound digital networking skills. To make a good impression online, you need credibility, confidence, and humility. Be sure to:":1,"#Networking, Mentoring, and Making New Digital Friends at Work":1,"#<em ljsid-0=\"\">Heighten your empathy</em>. Use your digital empathy skills to build rapport with the interviewer and determine when you’re losing their interest.":1,"#<em ljsid-0=\"\">Aim for a comfortable conversation</em>. The interview should feel like a casual chat—not too formal or informal.":1,"#<em ljsid-0=\"\">Master your technological setup</em>. Practice interviewing over Zoom. Make sure your setup, physical background, and outfit look professional.":1,"#<em ljsid-0=\"\">Prepare for a structured interview</em>. Remote interviews tend to be more structured. Rehearse your stories so they’re clear and concise. Follow the <em ljsid-2=\"\">STAR method</em> and explain the <em ljsid-4=\"\">situation, task, action</em>, and <em ljsid-6=\"\">result</em>.":1,"#As an interviewee, it’s difficult to gather information about company culture. Here’s how to make the most of a virtual interview:":1,"#Being Interviewed Remotely":1,"#<em ljsid-0=\"\">How will I sell the role?</em> Practice your pitch. Consider your team’s hours, culture, and communication preferences.":1,"#<em ljsid-0=\"\">What does my gut say?</em> Use tools to prevent bias, then listen to your gut. Some people are better at assessing future job performance than others, so consider what you thought about current employees during their interview versus how they eventually performed.":1,"#<em ljsid-0=\"\">How can I avoid bias?</em> Hiring for fit can introduce unhealthy biases based on superficial appearance. To avoid this, make initial screening calls via phone.":1,"#<em ljsid-0=\"\">How can I put the interviewee at ease?</em> Nervous interviewees underperform. Be friendly, use good listening skills, and ask open-ended questions that allow the candidate to demonstrate their skills.":1,"#<em ljsid-0=\"\">What do I need to know to assess whether the person can do the job?</em> To help assess fit, leave plenty of time at the end of the interview for unstructured discussion.":1,"#To hire the best person for the job without ever meeting them, ask yourself the following questions:":1,"#Interviewing Remotely":1,"#Section 3: Managing Cross-Functionally and Indirectly":1,"#<em ljsid-0=\"\">What would make them happy?</em> To get underperformers thinking about their next steps, find out what aspects of work they like and where they see themselves in the future. Praise their strengths.":1,"#<em ljsid-0=\"\">How do I fix it?</em> State clearly that the person needs to do better. Make sure they understand that if they can’t improve, there isn’t room for them in the organization. Set a high bar for performance and provide feedback often through meetings, status updates, and work reviews.":1,"#<em ljsid-0=\"\">Are they satisfied with failure?</em> Most people want to succeed, but some are satisfied with long-term underperformance.":1,"#<em ljsid-0=\"\">Do they know they’re underperforming?</em> If the person doesn’t know they’re underperforming, it’s probably your fault. Be clear about how they’re failing and include specific examples. Describe what success looks like and compare their output to your strongest performers.":1,"#<em ljsid-0=\"\">Are they wrong for the role, team, or company?</em> You have a duty to test out opportunities for improvement and understand whether a temporary factor in their personal life is driving poor performance.":1,"#<em ljsid-0=\"\">Is it just me?</em> When someone is terrible to work with, usually the whole team agrees and expresses their opinion in subtle and overt ways.":1,"#The best way to eliminate poor performers is to use empathy to respectfully show why moving on is better for them and the team. If you believe someone doesn’t have what it takes to succeed in their current role, ask yourself the following questions:":1,"#Getting Someone to Quit":1,"#<em ljsid-0=\"\">Recap</em>. Meeting notes are stored to maintain institutional knowledge and update people who didn’t attend.":1,"#<em ljsid-0=\"\">Role assignments</em>. As a manager, your job is to model the behavior you want to see. Every meeting should include a chairperson who controls the timing and agenda, a note taker, and someone to end discussion when the meeting goals have been reached.":1,"#<em ljsid-0=\"\">Agenda</em>. A good agenda includes what will be discussed, in what order, and for how long. Also include any supporting documents.":1,"#<em ljsid-0=\"\">Physical format</em>. Sitting at a conference table isn’t the standard meeting anymore. Standing and walking meetings are still possible with virtual meetings; they just require more planning.":1,"#<em ljsid-0=\"\">Timing</em>. Aim for the shortest possible meetings with the lowest frequency.":1,"#<em ljsid-0=\"\">Invitations</em>. Decide who to invite based on the agenda and each person’s expected contribution.":1,"#<em ljsid-0=\"\">Categorization</em>. Every meeting should have a goal. By understanding the goal, you can make better decisions about the agenda. Meetings may be intended to inform and update, recap and check-in, create new ideas, or make a decision.":1,"#For a remote workforce, meetings are the office. Effective meetings will include the following elements:":1,"#Distributing Knowledge Asynchronously: What Do Good Meetings Look Like?":1,"#To imbed new hires into the social structure, provide branded office items, introductory meetings, a welcome party, and a guide to any ongoing social opportunities.":1,"#<em ljsid-0=\"\">Have people take notes</em>. Ask new hires to flag anything that seems incorrect or unclear.":1,"#<em ljsid-0=\"\">Provide guidance</em>. Training should include a mix of formal learning, individual and group meetings, and self-directed learning.":1,"#<em ljsid-0=\"\">Update your organizational chart</em>. Your organizational chart should include who’s working on what project.":1,"#<em ljsid-0=\"\">Update your calendar</em>. New hires should know the purpose of every meeting they’re scheduled to attend.":1,"#<em ljsid-0=\"\">Share documents</em>. Organize and update applicable documents.":1,"#Onboarding tests your knowledge distribution. To prepare new hires, follow these best practices:":1,"#Fortune 500 companies lose at least $31.5 billion every year by failing to share knowledge. To optimize knowledge transfer in a dispersed workforce, you must first determine what needs to be made public. Consider the importance of the message, whom it will affect, when the action will occur, and how long the impact will last. Use that information to choose an appropriate platform to distribute the information.":1,"#Distributing Knowledge Asynchronously":1,"#For formal feedback, ask the employee to restate what they heard. Research shows that people often hear more positive feedback than managers think they delivered.":1,"#If the feedback is minor, a quick Slack message or unexpected phone call may seem less serious and minimize the threat response. For more serious feedback, choose video. This allows you to use your tone and expressions to modulate the criticism.":1,"#Vague criticism and compliments aren’t actionable. Write down your feedback immediately and use it later for later discussions.":1,"#If your feedback is regarding a recent failure, and the person knows they failed, be sympathetic. Ask yourself, “What would help them most right now?”":1,"#People who are learning new skills need more positive feedback, while experts prefer critical feedback.":1,"#When delivering negative feedback, choose a time when the person isn’t overwhelmed with personal or professional responsibilities. Recipients of negative feedback feel threatened, which inhibits growth.":1,"#Critical feedback is a growth opportunity. Managers should provide specific, actionable, and helpful feedback. The following tips can help make your feedback more effective:":1,"#Giving Feedback Online":1,"#Team building strengthens bonds by giving people an “other” to coalesce around. Whether in-person or virtual, the most successful team-building activities aren’t too revealing, work for people with less creative talent, and don’t take up too much personal time.":1,"#Value statements are designed to be a company’s north star. If your company’s mission is to move fast but your team chooses perfection over speed, there’s a disconnect. Make sure there are no disconnects between your team’s cultural norms and the stated mission and values of your organization, then codify this information in meetings and shared documents.":1,"#<em ljsid-0=\"\">Culture</em> is the way your organization does business. It includes the hours you work, the way you communicate, and how you treat failure. In a dispersed workplace, culture must be clearly defined. Ask newcomers and established employees to define your team’s culture, then share it in a document.":1,"#Driving Real Connection with Your Team":1,"#Section 2: Managing a Virtual Team Using Digital Empathy":1,"#<em ljsid-0=\"\">Don’t always choose video</em>. Choose a video or phone call when you need an answer immediately, the task is delicate, you don’t want anything in writing, or for topics people will stew over.":1,"#<em ljsid-0=\"\">Be succinct</em>. With written communication, get to the point. If you have a summary, lead with it and clearly state any required actions. Your tone might not come across, so when appropriate, use emojis.":1,"#<em ljsid-0=\"\">Put yourself in the recipient’s shoes</em>. What do they want or need to hear?":1,"#Here’s how to use digital communication tools to lead with empathy:":1,"#Everything you do conveys information. To communicate professionalism on video calls, mimic eye contact. Put a camera above your larger screen and center Zoom squares directly below the camera. Your face should be active and take up no more than one-quarter to one-third of the screen. It’s okay to lean, but don’t hunch.":1,"#“Speaking” So Others Will Understand":1,"#<em ljsid-0=\"\">Don’t look at yourself</em>. Cover your on-screen image with a sticky note.":1,"#<em ljsid-0=\"\">Change your view settings</em>. Processing many faces is exhausting. Change your setting to speaker view only.":1,"#<em ljsid-0=\"\">Walk</em>. When possible, walk while talking. It’s good for your energy levels.":1,"#<em ljsid-0=\"\">Eliminate unnecessary Zoom meetings</em>. Sometimes a phone call is enough.":1,"#Zoom meetings are exhausting. They interrupt natural conversational patterns and make your brain work harder to process nonverbal cues. To make Zoom calls less draining:":1,"#Leverage the autonomy of work from home (WFH) to create a schedule that works for you. Use a tracker to determine when you’re best suited to solo work, meetings, and breaks. Save tasks that require total concentration for WFH and mark them clearly on your calendar. This frees office days for face-to-face communication. Don’t schedule back-to-back meetings—your brain needs breaks—and protect your personal life by setting aside time for mandatory family and social commitments.":1,"#Feeling Good Working from Home":1,"#Making constructive suggestions.":1,"#Being supportive.":1,"#Asking useful questions.":1,"#Good listening skills are at the core of empathy. To make people feel heard, eliminate distractions, nod your head and say “mm-hmm” or “I agree,” and summarize important points. Afterward, leave time to take notes, and use them to check in later. Additional ways to turn listening into empathy include:":1,"#<em ljsid-0=\"\">Step back</em>. If you have time, walk away from your computer and do something that will improve your mood, like meditating or physical activity.":1,"#<em ljsid-0=\"\">Put on a happy filter</em>. Boost your mood by looking at images that make you happy.":1,"#<em ljsid-0=\"\">Acknowledge</em>. Acknowledge your emotions and try to see things from a more optimistic perspective. Let colleagues know that you’re having a rough day so they won’t assume your attitude is directed at them.":1,"#<em ljsid-0=\"\">Empathy</em> is the ability to understand what other people are feeling and why. To put yourself in someone else’s shoes, you must first learn to master your own negative emotions. A three-step process can help you combat negative emotions:":1,"#Improving Your Own Empathy":1,"#Section 1: Managing Yourself":1,"#Interviewing remotely, whether you’re hiring or you’re the candidate, will be more successful if you prepare, practice your pitch, conduct yourself professionally, and employ empathy.":1,"#Remote meetings should always include a goal and an agenda. Keep them as short as possible and assign roles —such as timer and note taker—to participants.":1,"#With a virtual workforce, it’s more difficult to provide timely feedback. Write your feedback down immediately and save it for later discussion. Distinguish between informal and formal feedback and use the appropriate vehicle for each.":1,"#Save tasks that require total concentration for work-from-home days. This frees up time in the office for meetings and lunch dates.":1,"#The key to empathy is exercising good listening skills. To listen effectively and make people feel heard, you should eliminate distractions, nod your head and say “mm-hmm” or “I agree,” and summarize important points.":1,"#Work from home is here to stay. In <strong ljsid-1=\"\">How to Win Friends and Manage Remotely</strong>, accomplished executive McKenna Sweazey teaches readers how to lead with empathy in digital workplaces. In this step-by-step guide, you’ll learn why empathy is a key skill for managers, and how to harness it to become a better boss, colleague, and employee.":1,"#©2022 by McKenna Sweazey":1,"#McKenna Sweazey":1,"#The takeaway on this is as a member of a remote team, look at each step of the 3P model and identify, first, what do you do well in each category? Secondly, where do you need to improve? Choose 1 action to do tomorrow that’ll up your game and make you a great remote teammate.":1,"#And the reason you need to do this is the third P, which is <em ljsid-1=\"\">potential</em>. You need to take the long view of your work. Focusing solely on the task in front of you can lead to burnout, it can lead to disengagement—because who cares anymore—and it can lead to you basically disappearing off your teammates’ radar. So, you need to be productive, you need to be proactive, and you need to think about the long-term potential of how you work.":1,"#The second P showed up the most in any of our research on this, and that's <em ljsid-1=\"\">proactivity</em>, reaching out without being asked. That doesn't just mean if something needs to be done you do it without being asked, but when we work remotely it’s really easy to go into our silos and wait to be approached for something. We need to be proactive, and that includes feedback, offering feedback to your manager and your teammates, asking questions, and participating in meetings.":1,"#The first is <em ljsid-1=\"\">productivity</em>. Productivity is not being busy; productivity is not getting things checked off the list. Productivity is getting the right work done in the right way in the right amount of time. And on a team, that means not only getting your <em ljsid-3=\"\">own</em> work done—you’re not a much of a teammate if you’re not carrying your weight—but you’re also helping the team and your teammates get <em ljsid-5=\"\">their</em> work done. So, it's not just how hard you work, but how you work: productivity.":1,"#When you think about what makes somebody a great teammate, you probably have a picture in your mind, maybe of a specific person. They do 3 things:":1,"#Recently Viewed (56)":1,"#Recently Viewed <span ljsid-2=\"\">(56)</span>":1,"#Audio Back 15 Seconds-0:39/8:40":1,"#Audio Back 15 Seconds-0:54/8:40":1,"#Audio Back 15 Seconds-1:01/8:40":1,"#Audio Back 15 Seconds-1:16/8:40":1,"#Work from home is here to stay. In How to Win Friends and Manage Remotely, accomplished executive McKenna Sweazey teaches readers how to lead with empathy in digital workplaces. In this step-by-step guide, you’ll learn why empathy is a key skill for managers, and how to harness it to become a better boss, colleague, and employee.":1,"#How to Win Friends and Manage Remotely":1,"#Your employees are influencers with strong personal networks and a host of social media channels that they use to share meaningful content with people around the world. With the right tools and processes, and with the support of your employees, you can tap into the power of their social media channels to magnify your brand’s voice. In Participation Marketing, Michael Brito helps you access this power through employee advocacy. He demonstrates how you can earn your employees’ respect, ignite their passion, and inspire them to share content and influence others in authentic, organic, and trustworthy ways.":1,"#Michael Brito":1,"#Participation Marketing":1,"#The article looks at how traditional business enterprises are learning from and participating in the sharing or collaborative economy. It notes the growth of the collaborative economy, citing start-up companies such as rental service Airbnb and peer-to-peer loan service Lending Club. The author discusses how mainstream companies can use collaborative strategies to address problems or gaps in their business model, citing examples including Marriott hotel company's partnership with workspace rental platform LiquidSpace to allow hotel guests and others to work in unused hotel conference rooms. Acquisitions of sharing economy firms by established companies are also discussed.":1,"#Rachel Botsman":1,"#Sharing's Not Just for Start-Ups":1,"#Working collaboratively as a team, and with other teams, can be easier said than done. Noah Blumenthal reveals the key to enabling effective team collaboration, which in turn increases productivity and success.":1,"#Offering people flexibility in the workplace means you’ll have better performing and committed employees. Sharon Rowe explains how to provide a structure for a flexible work environment.":1,"#How to Be a Workplace for Humans":1,"#To identify the value that social tools can bring to companies, the authors split employees at a large financial services firm into two groups, only one of which used an internal social platform, and observed them for six months. Those who had used the tool became 31% more likely to find coworkers with relevant expertise and 88% more likely to discover who had useful connections. Internal social tools can help employees make faster decisions, develop more innovative ideas for products and services, and become more engaged in their work and their companies. But companies that try to “go social” often fall into four traps: They (1) assume that Millennials will embrace social tools at work; (2) struggle to foster personal interaction that builds trust and promotes knowledge sharing; (3) fail to recognize how learning occurs on social tools; and (4) focus on the wrong data. The authors offer advice on how to avoid these traps.":1,"#What Managers Need to Know About Social Tools":1,"#\"With more people working remotely than ever before, we're all learning new ways of working and what it takes to be productive and successful from our own homes. As we think about how we virtually interact with our colleagues, it's important to keep in mind accessibility for people with disabilities. Salesforce's Office of Accessibility talked to some of our employees with disabilities about how to create meetings and virtual experiences that employees of all abilities can participate in and, most importantly, feel empowered to bring their full, authentic selves to work.\"":1,"#Creating an Accessible \"Work from Home\" Experience":1,"#Social Media at Work is a comprehensive guide for businesses looking to foster collaboration, communication, and social harmony among employees and leadership. Throughout the book, the authors explain the benefits of social media and provide step-by-step processes for designing and implementing strategies that harness its power. The book’s framework draws on the vast experience of its authors, all three of whom are organizational development gurus from Oracle. Three major forces have contributed to the growth of social media: the new business environment, changing workforce demographics, and advancements in social software technology. Social media tools allow workers to fully participate in projects with coworkers from all over the globe. They also satisfy employees’ need to feel connected to a larger whole, giving them a sense of common identity, purpose, and shared cultural experience. The process for implementing social media strategies can be broken down into five simple steps: 1. Get intelligence 2. Clarify objectives 3. Design strategies 4. Implement the plan 5. Measure outcomes 6. Leverage learning This six-step process for implementing social media strategy means nothing without effective practices. Four practices in particular can help companies maintain performance and encourage employee commitment to the new strategy: involve others for commitment; communicate to build trust; work the system; and gain momentum. When it comes time to design a social media strategy, it can be difficult to choose the most effective tools. Companies looking to communicate might want to investigate the use of a blog. Workers who want to collaborate may benefit from a wiki. Organizations who want to bring their employees closer together might consider an internal social networking site. When making a decision, it is critical to stick to the company’s purpose, goals, and key strategies.":1,"#Mary Ellen Kassotakis, Jackie Alcalde Marr, Arthur L. Jue":1,"#Social Media at Work":1,"#The article discusses the role of project manager to amplify collaboration in the project organization and team work. It mentions the impact of culture clashes on project plans, and states the lack of security and confidence in an ambiguous work environment. It also mentions that acting as neutral diplomats has vital role in transferring knowledge and experiences that improves relationship among project participants.":1,"#Karen Smits":1,"#On Common Ground":1,"#Managers are the key to team development. Murli Thirumale explains how managers can share their strengths and weaknesses with their teams to encourage input and increase productivity.":1,"#Share Your Strengths and Weaknesses with Your Team":1,"#The article presents an examination into ways managers can utilize company social intranets to foster cooperation, social cohesion, and employee empowerment within work teams. Six tips are offered for particularly leveraging social media information between employees, including examination of user profiles for prominent traits, analyzing employee communication behavior through the system, and utilizing gamification techniques and principles for participation.":1,"#Tim Eisenhauer":1,"#Empowering Employees":1,"#The article focuses on workplace collaboration. Topics discussed include customer commitments, empowering front-line employees, and leadership. Also discussed are the need for inviting employees into board meeting for collaborative workplace, and leadership hierarchy for command and control in workplace.":1,"#Workplace Collaboration Shouldn't Be So Difficult":1,"#The article focuses on how employees rely on collaboration to improve productivity. Topics discussed include the importance of nurturing a corporate culture built on trust and tolerance and the use of organizational resources for facilitating the creation of a social capital. The use of social media and other forms of collaborative technology and the challenges of managing cross-cultural teams are also mentioned. INSETS: The Seven C's of Effective Teams;Team USAA;Team Sparta Systems;Team Trenam Kemker":1,"#Susan Ladika":1,"#Collaborative Edge":1,"#At Okta's San Francisco headquarters, outlet-equipped furniture enables workers to plug in wherever they choose to sit. Companies such as Spotify, Salesforce, and the online identity-management company Okta have had redesigns in the works for months, and they're all devising novel ways of making their spaces comfortable and seamlessly functional for people when they need to come into the office. Collaboration Space At Salesforce, a 40% reduction in the number of desks is creating more room for collaboration, according to Michele Schneider, senior vice president of global workplace services.":1,"#Back to Work, Differently":1,"#The article looks at the trend among business organizations towards launching projects to deliver safer and more efficient hyperconnected workplaces. Topics mentioned include the long-term benefits of an hyperconnected office including improved employee efficiency and reduced operational spending, the contributing factors to a project's success including the training of workers, and the importance of strong planning.":1,"#Change of Space":1,"#410 Results found for <span ljsid-1=\"\">\"SharePoint\"</span>":1,"#listen-up-or-lose-out":1,"#<strong ljsid-0=\"\">Robert Bolton</strong> and <strong ljsid-2=\"\">Dorothy Grover Bolton </strong>are cofounders of Ridge Associates, a training and consulting firm that serves many Fortune 500 companies. Together, they are the authors of <em ljsid-4=\"\">People Styles at Work…and Beyond</em>.":1,"#Try, then try again.":1,"#Implement a simple action plan.":1,"#Practice listening skills before using them in challenging situations.":1,"#Be patient with your progress.":1,"#Begin now.":1,"#With a little effort, you can integrate great listening into your everyday life. Simply take the following steps:":1,"#Make Great Listening Part of Your Everyday Life":1,"#You model genuineness when you are open and honest, sincerely focusing on what the speaker is trying to communicate.":1,"#You demonstrate empathy by accurately taking in the other person’s feelings and facts and reflecting them back.":1,"#You show a speaker respect when you listen with attention, regardless of how you feel about the speaker personally.":1,"#Quality listening is based on three core principles:":1,"#The Listening Spirit":1,"#If needed, you can finish by scheduling a follow-up conversation or expressing optimism, if appropriate.":1,"#Give your input, then summarize what you and the employee have agreed on.":1,"#Determine what problem solving has already been tried. Reflect what you hear, then ask if your help is wanted.":1,"#Actively listen until you have a clear understanding of the problem. Restate the problem in your own words, then rephrase it as a goal. (e.g., “You’re behind in your technical reading, but you want to keep up with new developments”).":1,"#When an employee has a problem that needs to be solved, you need to apply <em ljsid-1=\"\">results-focused listening</em>:":1,"#Results-Focused Listening":1,"#Begin practicing this skill during phone conversations and in small, informal meetings, then incorporate it into longer and more important discussions.":1,"#Check for accuracy (“Have I missed something?”).":1,"#Summary reflection (“Starting next Wednesday, Herman and Russ will work on the annual hospital training video, which is due on Tuesday”).":1,"#Lead-in (“Here’s my understanding of what we’ve decided”).":1,"#Summary reflections consist of three parts:":1,"#Summary reflections recap an entire discussion. They focus on the central points and ensure that everyone is on the same page. They define what agreements have been reached, who will be performing which tasks, when the tasks need to be completed, and what follow-up needs to be done.":1,"#Wrap It Up with a Summary Reflection":1,"#Part V: Things to Keep in Mind":1,"#Practice this skill in your least important connections, then move on to slightly more intimate relationships. Finally, try it with those closest to you, such as your family and coworkers.":1,"#You can only understand what people truly mean when you consider the facts and feelings embedded in their speech. You can communicate your understanding by reflecting their meaning with a statement like “You’re concerned that downsizing will have a negative impact on employee morale” or “It sounds like you’re happy that your presentation went well.” Make these statements more conversational by using slang to describe the speaker’s feelings (e.g., “I can tell you’ve had it”).":1,"#Send your impressions back to the speaker, in your own words.":1,"#<em ljsid-0=\"\">Summing them up.</em> Boil down your impressions to one short sentence.":1,"#<em ljsid-0=\"\">Sorting them out.</em> The speaker may experience many feelings at the same time, so you need to sort all of the cues.":1,"#<em ljsid-0=\"\">Taking them in. </em>Pay attention to the emotional intensity of the speaker’s delivery.":1,"#You can also read a speaker’s feelings by:":1,"#You can “read” people’s feelings by observing nonverbal cues, which reveal a speaker’s interior life. Such cues complement, emphasize, repeat, contradict, or replace spoken words.":1,"#As listeners, when we’re emotionally tuned in to a speaker, we receive information more accurately and respond more constructively.":1,"#When we believe in our messages, we deliver them more convincingly.":1,"#We are more candid when we trust our listeners.":1,"#We tend not to think clearly during moments of great passion.":1,"#We learn better when we feel hopeful.":1,"#Feelings influence our learning, thinking, communicating, and decision making, so it’s important to recognize them. Feelings affect us in the following ways:":1,"#Part IV: Reading and Reflecting Other People’s Feelings":1,"#Pauses frequently occur at important points of a conversation, so you should continue to listen during a pause before attempting to interrupt. Listening through a pause lets you demonstrate interest and attention, gives you the opportunity to observe the speaker’s nonverbal communication, and provides you with time to think about what the speaker has already said.":1,"#Listen Through the Pauses":1,"#Paraphrasing makes conversations more effective by reducing miscommunication, focusing the listener’s attention, and strengthening rapport between the speaker and the listener.":1,"#Deliver your paraphrase as a statement, not a question. If possible, wait until the speaker has finished. Sometimes, though, you may need to paraphrase in the middle of a conversation. In that case, wait until the speaker pauses, then signal your desire to speak by leaning forward.":1,"#You <em ljsid-1=\"\">paraphrase</em> by summarizing what the speaker has said and repeating it back in your own words. Unlike reflection, which focuses on the speaker’s thoughts and feelings in addition to facts, paraphrasing focuses solely on the factual side of communication. However, it’s not the same as <em ljsid-3=\"\">parroting</em>, which is a carbon copy of what the speaker said.":1,"#Paraphrase What’s Important":1,"#Reflection involves two processes: The<em ljsid-1=\"\"> inner process</em> involves taking in what a speaker is saying, sorting it out, and summing it up, while the <em ljsid-3=\"\">outer process</em> involves saying it back to the speaker in your own words. Reflections are useful because they underline the central issues of a conversation and immediately prevent misunderstandings.":1,"#<em ljsid-0=\"\">Summary reflections</em> that recap significant parts of the conversation.":1,"#<em ljsid-0=\"\">Reflections of meaning</em> that combine the content with the speaker’s emotional overtones.":1,"#<em ljsid-0=\"\">Reflections of feeling</em> that reflect the speaker’s emotional overtones.":1,"#<em ljsid-0=\"\">Paraphrases</em> of the speaker’s thoughts, ideas, and opinions.":1,"#Effective listeners engage in <em ljsid-1=\"\">reflective</em> or <em ljsid-3=\"\">active listening</em>: They concisely restate the gist of the speaker’s message. There are four types of reflection:":1,"#Part III: Reflecting Content":1,"#Create a productive sequence for asking multiple questions. The <em ljsid-1=\"\">funnel sequence</em> moves from general questions to specific questions, while the <em ljsid-3=\"\">inverted funnel sequence</em> begins with a narrow scope and then broadens.":1,"#Determine whether you’re asking for an overall picture or specific facts.":1,"#Preface the question with a statement that lets the speaker know what information you’re seeking.":1,"#Before asking the question, mentally phrase it to precisely target the information you seek.":1,"#Not all questions are productive. Use the following four guidelines to craft a useful question:":1,"#Respect the speaker’s response by following up.":1,"#Reflect on the speaker’s reply.":1,"#Concentrate on the response.":1,"#Remain silent after asking it.":1,"#Ask it in a way that shows curiosity rather than skepticism.":1,"#Develop the question so that it won’t threaten the speaker.":1,"#Questioning is a companion skill to listening. Asking good questions helps you obtain needed information while also stimulating the speaker’s thoughts. Formulating a good question involves a six-step process:":1,"#Be a Great Asker":1,"#To help you focus, find environments that facilitate good communication, such as private locations with seating that encourages face-to-face talking and listening.":1,"#To engage in attending, assume a relaxed but alert posture, maintain comfortable eye contact, employ gestures that indicate responsiveness, and use audible <em ljsid-1=\"\">encouragers</em>, or minimal responses, such as “mm-hmm” or “got it.”":1,"#<em ljsid-0=\"\">Attending</em> is a nonverbal way of showing a speaker that you’re concentrating fully. Attending helps the speaker think and speak more fluently, increases the listener’s access to information, and enhances relationships. Not attending distances relationships and stifles communication.":1,"#Focus Your Attention":1,"#When deciding whether you should listen or speak, determine if the other person’s need to talk is greater than yours. People who need to talk exhibit signs of emotional intensity, such as a loud voice, rapid speech, and intense body language. Low energy, slow speech, and subdued body language may signal hurt, disappointment, or worry. Let a person exhibiting those characteristics speak first, and listen empathically.":1,"#When you’re listening, let the other person finish speaking before you form your opinion. If a conversation is important, take a moment to reflect on it. When the speaker pauses, listen for what comes next instead of jumping in and saying something. If the pause continues for six or seven seconds, assume it’s okay to speak.":1,"#Good listeners employ skills that enable them to understand others’ thoughts and feelings from those people’s points of view. When you listen well, you’ll be open to changing your mind and being more receptive.":1,"#Skill-Based Listening":1,"#You’ll experience setbacks, especially in important or stressful conversations, so strive for progress, not perfection.":1,"#<em ljsid-0=\"\">Freedom from habitual use.</em> Use constructive responses instead of missteps.":1},"version":203062}]