The Interview Edge

Workplace Communication – Avoid Bunker Mentality When Times are Tough

When all is rosy, it’s not terribly difficult to communicate with employees. However, it’s when the company begins to face serious difficulties that leadership often retreats, strategizing behind closed doors and in hushed conversations.

They may as well put huge neon signs on their doors announcing the fact that “something’s going on in here, and it’s not good.” Employee antennas go up and are especially sensitive. They know something’s up. The fact that the leadership has withdrawn heightens their sense of anxiety.

Management may have the best of intentions. They may feel that, because there are far more unanswered questions than answers at this point, or since the outcome may be in real doubt, or because they’re hoping they can salvage what is now a very tenuous situation, it’s best to keep as much of the bad news to themselves as possible. Shield the rank and file. Business as usual.

Leadership - Smile and the World Smiles With You

Never underestimate the power of your smile.

It can dramatically impact how you’re perceived, and it can have an effect on how your message is received.

The last part of that well known saying, “…frown and you frown alone” is also quite true, for we are drawn to people who smile. That means your subordinates, the audience to whom you’re about to deliver your presentation, your business partners – they’ll all be more receptive to what you have to say, and perceive you in a more favorable light, if you recognize the power of your smile and use it appropriately.

How Well do you Communicate With Your Employees?

Communication is an art; some people are better at it than others. If you’re going to reach your full potential as a leader, though, it’s a skill at which you must excel.

To begin with, you need to have a good understanding of what makes for effective communication. Then you must be able to honestly assess your current performance.  How do you come across to others? Is your perception of your communication style different from how your audience perceives it?

Once you’ve identified where you have room to improve, you can further develop your proficiency.

Are You a Micromanager?

Be honest. You know who you are.

Some folks proudly wear the label. They’re overly involved because they feel it’s the only effective way to maximize the operation.

Getting too occupied in the minutia of your organization, though, is a mistake.

Why?

Are You a Manager - Or a Leader?

The terms are often used interchangeably, though there is a distinct difference. At the core, they describe two different methods of motivating and organizing people. Leadership and management are necessary and complimentary; one without the other – or too much of one and not the other – spells trouble for the company.

Not every leader is a manager, and vice versa. However, in today’s service-driven economy with an emphasis on the human element, managers more frequently have to learn to think like leaders and develop some of those skills in order to be successful.

What, then, is the fundamental difference? Leadership isn’t a role, it’s something one does. It’s about direction, vision, and influence; a leader is followed, while a manager is obeyed.

Managing the “Millennial Generation”

Ron Alsop, a Wall Street Journal contributor, has written an interesting book about the challenges companies are facing as they try to figure out how to manage the newest entrants into the work force: those born beginning in 1980. It’s called The Trophy Kids Grow Up: How the Millennial Generation is Shaking the Workplace.

The Journal ran an adaptation this week. It was fascinating and discouraging at the same time; as a manager, though, learning how to work effectively with this group is a reality you’re going to have to face – if you haven’t already.

We’ve all read the stories about these folks over the years (understanding that this is a description in aggregate...of course there are exceptions). They’re the ones who received ribbons and trophies just for showing up; the notion of “winning” and “losing” was deemed detrimental. They’re the ones whose teachers often stopped giving grades as we used to know them for fear of harming self-esteem. And so on.

Are You a Good Manager?

How do you think you’d fare if your employees were asked to rate you as their boss? Becoming a strong, effective manager doesn’t happen overnight, and often it’s a role for which people are inadequately trained.

Of course you’re expected to lead and show direction, you’re responsible for the development of your employees, and it’s up to you to ensure that the team’s performance meets or exceeds budgeted objectives.

How you go about these tasks in large part determines how effective you will be. If your team doesn’t perform well, neither do you.