Whether it’s a team member who disagrees with your approach, an employee from another department who brings up irrelevant information, or a colleague who wants to use your meeting as a soapbox for his own personal agenda, dealing with interrupters during a meeting is challenging. “It’s the workplace equivalent of having someone steal the parking spot you were aiming for or jumping ahead of you in the line at the grocery store,” says Judith White, visiting associate professor at the Tuck School of Business. “When someone interrupts you, blocks you, or otherwise thwarts your intended action, it’s natural to feel upset,” she says. “This is a basic instinct and you will always have a flash of annoyance.” The key to successfully dealing with interrupters is to quash your frustration and instead “operate from a mindset of curiosity,”
"Ever since I researched the meanings of monuments in the cultural landscape in Mexico City, I’ve been fascinated by the cultural politics of memory and heritage. The removal of a statue is a cultural 180, acknowledging what was once honored and revered is now something that is not worthy of that distinction. This sort of change is not without protests on both sides and a cultural rearticulation of who 'we' are when 'we' make a public memorial."
Unpaid internships got a new round of scrutiny in 2013 when a federal district court judge in New York found Fox Searchlight Pictures violated unpaid internship rules by not paying two interns on the set of “Black Swan.” Contrary to popular belief, labeling a “job” an “internship” isn’t enough to make it legal to get unpaid labor.
People think they either have to be nice in order to spare hard feelings, or overly tough in order to win, he says. But that’s “a false dichotomy and an incredibly dangerous one.” Here’s how to negotiate to produce a lasting relationship and an outcome that works for you.
Rob Duke's insight:
Build relationships by getting to know the other side; but
Don't try to buy the relationship;
Think outside the box;
Conjunctive interests over your position;
Ask questions, and summarize back what they said;
This shows that you're taking interest in their interests;
Assume an outsider’s perspective to focus on what makes you competitive.
Rob Duke's insight:
A strategic mindset is outside-in. Position yourself across the street, so to speak, and focus your attention on your firm’s competitiveness. Ask yourself questions like: “Why would I want to buy from them?” and “Why would I want to work for them?” When you look at your company this way, the world becomes one of outcomes, not activity — and it becomes much easier to establish a few key performance criteria. Then you can ask yourself “So what?” to set priorities.
If you’re midway through your career and feeling stuck, you are not alone. Maybe work doesn’t feel meaningful anymore, or your industry has drastically evolved, or your values and interests have changed. No matter what, your 40-something self is a very different person from the 20-something you were when you started out. The fact that this is such a common experience doesn’t make it any easier to handle when it’s happening to you.
One exception is group brainstorming, a technique that is still widely used in organizations despite the lack of evidence that it works and compelling evidence that it actually leads to a productivity loss. The good news is that technology can make brainstorming more effective, by replacing physical and oral sessions with virtual and written ones – a technique also known as brainwriting or electronic brainstorming.
Rob Duke's insight:
Because virtual brainstorming....
1. eliminates production blocking (dominant participants talk too much, take over, and eclipse colleagues);
2. enables feelings of anonymity, which reduces evaluation apprehension; and, means that ideas are evaluated more objectively;
3. increases the diversity of ideas (traditional brainstorming leads to regression to the mean because of exposure to others' ideas, but electronic brainstorming insulates participants from others' ideas).
Brainwriting keeps the benefits of crowd-sourcing creativity and overcomes those unanticipated problems of group think, self-consciousness, and powerful individuals who co-opt the process (intentionally or otherwise).
We had a choice: Risk losing customers and market share by replacing the original product with an inferior one, or continue with the original formulation and risk losing the goodwill we had built over the years with consumers and other stakeholders. Some on the team argued that we should keep the original formulation and wait it out; others disagreed.
Rob Duke's insight:
Great example of doing what's right in the face of adversity. Saran Wrap and other products changed despite winning formula. See Chester Barnard's "Functions of the Executive" for more on the primary job of the CEO is to be the moral guide of the organization.
You’ve likely heard that multitasking is problematic, but new studies show that it kills your performance and may even damage your brain. Research conducted at Stanford University found that multitasking is less productive than doing a single thing at a time. The researchers found that people who are regularly bombarded with several streams of electronic information cannot pay attention, recall information, or switch from one job to another as well as those who complete one task at a time.
Aside from not speaking up enough, many professionals don’t think about how different types of questions can lead to different outcomes. You should steer a conversation by asking the right kinds of questions, based on the problem you’re trying to solve. In some cases, you’ll want to expand your view of the problem, rather than keeping it narrowly focused. In others, you may want to challenge basic assumptions or affirm your understanding in order to feel more confident in your conclusions.
Rob Duke's insight:
Clarify to gain better understanding;
Adjoin to explore related issues;
Funnel to dig deeper to hidden aspects of the problem; and
Elevate to look at the big picture or raise broader issues.
All of these slow things down, so that you can speed up with the proper understand, all relevant input, and more buy in by interest holders.
Passive aggressive managers will usually be very critical of other people and find it hard to take responsibility for themselves. They will often have a litany of excuses as to why something hasn’t worked out (none of which will have anything to do with them) and become defensive if you try and raise an issue with them. This can make working for them very difficult. “People with passive aggressive type managers often feel confused and under-valued but may not know why, because often the passive aggressive type can appear outwardly pleasant and friendly,”
Rob Duke's insight:
Follow the clues:
• Ignores your suggestions in meetings and then congratulates someone else for the comment or idea. • Takes full credit for the work and presents it themselves, not allowing the person to be recognised for their contribution or introduced to senior leaders. • Doesn’t share information or knowledge believing “knowledge is power” • Makes fun of someone or criticises them in front of others.
“Don’t join in their passive aggressive games,” advises Meager. “Avoid colliding with them in gossip or putting others down, it will only come back on you and you may end up with the blame in the ‘he said, she said game.”
But do address their behavior. Calmly, professionally, and consider seeking another manager as a mediator.
Demanding cultural compliance — even from subordinates — can sometimes be dangerous because it can breed resentment and anger. To combat this, one of the best strategies for dealing with frustrations about time and other cultural differences, whether you’re in a position of power or not, is to suppress your need for an immediate fix to the problem and instead have patience. Many managers I’ve spoken to work on the relationship first over time. Only once they’ve established a strong working relationship do they start talking about how and why cultural differences are interfering with the work process. In other words, cultural compliance is the ultimate goal, but a strong, trusting relationship is the tool for achieving it.
In the end, cultural differences that interfere with the work you do can be tricky to manage. Smart managers realize this, and work on the relationship first before addressing the underlying cultural issues.
So you are ready to transform your organization? You want your organization to leapfrog the industry? You want to deliver above industry average growth? And do you know what are the most common mistakes that leaders and even very smart and experienced leaders make? The most common one is sticking with the usual way, the easy way and the proven...
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.