Job search is overwhelming. There’s so much to learn and so many sources of information, it’s hard to know who or what to trust. This is why you need critical thinking skills. Ask questions and do a gut check. You should be questioning everything – from job search advice to job offers and everything in […]
The post Summary Sunday: Issue 519 appeared first on Career Sherpa.
The workplace is a dynamic place. Unfortunately, any time multiple human beings get together, there is potential for conflict.
Disagreements in the workplace can be unpleasant. Assuming two people are at odds with one another, that negative vibe can quickly spread through a team or organization. It is almost a guarantee that into each career some disagreement will fall. It would be impossible to always agree on strategy and tactics with colleagues. It would also be counterproductive to always have agreement in the workplace.
Encouraging and promoting different ideas and perspectives is key to coming up with solutions and teams performing at high levels. The task becomes determining if a disagreement is healthy. If it is unhealthy, it can be difficult to diagnose and solve the problem. No matter how much people say, âLet it go, it's just work," that is easier said than done. When people put so much into their careers and jobs, it's worth it to try to understand disagreementâand learn how to manage disagreements in the workplace.
Navigating these quarrels can go a long way toward saving or strengthening relationships, and improving one's professional reputation.
For starters, when there is a disagreement in the workplace, look in the mirror before peering out the window. In other words, reflect on your actions and perspective before looking at anyone else.
In fact, this advice is handy in a lot of situations. Something to keep in mind is that, in most disagreements, each side genuinely believes they are doing the right thing. Each person's stance can be completely foreign to the other, but if the conflict is approached with an attempt at understanding and mutual respect, a positive resolution is more likely.
Having someone to talk to about the matter can be helpful. Someone who is removed from the situation, can be trusted, and is discreet. If this person can bring a unique perspective, all the better. He or she can listen, ask challenging and thought-provoking questions, or maybe he or she has been there before and can offer some thoughtful advice.
However, choose a confidant carefully. The other side of this advice is to avoid airing grievances in the workplace. Always attempt to take the high road. Talking too much to too many people can not only be counterproductive and damage relationships, but it can be harmful to one's reputation.
The point of talking to someone about the situation is to help you assess your perspective.
After reflecting on a disagreement, as uncomfortable as it may be, it is almost always most productive to sit down with the other party.
Rather than approach the meeting as adversarial, go into it seeking to understand, make progress, and find a resolution. Ask each other questions. Try to help each other see the other's perspective. If there is a commitment to compromise and flexibility upfront, good things often happen.
Good intentions alone may not help. In the event addressing the disagreement head-on is not successful, or the other party is not receptive, it may be helpful to engage a third-party facilitator. The facilitator may need to serve as a mediator, or the person may be helpful in creating a more constructive meeting environment. Either way, there is often value in having someone objective and removed from the situation to provide another set of eyes and ears. In order to be most effective, the facilitator should be someone both parties agree on and want to participate.
Many organizations have HR or organizational development consultants in-house that can serve this purpose. Smaller employers may not have that luxury, but there may still be an HR professional or other trusted resource equipped to help the situation. The point is, this person will need to be credible, respected, and willing to provide candid feedback.
Disagreements at work are going to happen. In many instances, disagreements are productive and good signs of diverse thought. They do not need to be the end of the world, but the ones that matter cannot be allowed to fester. Working in an environment where there is hesitancy to disagree or offer an alternative can squash creativity and add unnecessary stress.
When disagreements crop up, it's important to stay professional, reflect on each side's perspective, and try to find the best solution possible for the good of everyone involved. It can be tricky at first, but once you know how to resolve disagreements in the workplace, dealing with co-workers becomes much easier. No two situations are going to be alike, but by taking a measured, collaborative approach, even the toughest hurdles can be overcome.
Need more help with your career?
Become a member to learn how to UNLEASH your true potential to get what you want from work!
This article was originally published at an earlier date.
Organizations are continually striving to be better and differentiate themselves from their competitors. One way to stand out is to expand your customer offerings with an extranet, which allows you to share information, data, and resources with customers as well as partners, suppliers, and vendors. Similar to an intranet for internal users, an extranet allows external users access with proper authentication and authorization credentials.
A well-designed extranet can benefit the organizationâs customers by providing an option to interact with the following:
1. Easy access to information and resources which empowers customers with the knowledge they need to make informed decisions. Some examples are access to reports (which normally would have been emailed to them), customized pricing/rate information, or customer-specific product/service documentation. Can also provide historical account information for comparison and reporting purposes.
2. Self-service capabilities that enable customers to be more self-sufficient. This includes processes such as submitting orders, tracking shipments, or paying invoices. This can save customers time and effort and reduce dependency on customer service representatives. This is especially helpful when your customers work in multiple time zones (outside of your standard 8-5 pm schedule).
3. Enhanced customer support such as creating a knowledge base of common issues with resolutions so customers can try to troubleshoot and resolve basic issues themselves. Or have a help desk portal to make it easier to submit a ticket as a known/VIP user.
There are several attributes that make an extranet great to ensure it supports the needs of your customers. At the top of my list is security. This includes both security measures such as authentication and encryption, and also security to control and restrict authorized users with proper credentials. Set up security roles so that the organization can identify who (employees) have access to what (functionality). For example, not everyone should be able to see âfinancialâ information such as outstanding balances and payment history. Also, want to make sure access for terminated employees is removed timely.
Usability â the extranet should be easy to use and navigate with an intuitive interface that allows customers to access the information and resources they need quickly and efficiently. Features such as personalized dashboards and a mobile app (minimizing clicks) can enhance the usability of an extranet. For example, some customers will use laptops/desktops, but other customers not in an office (e.g., a warehouse or construction site) will leverage smartphones, iPads, or other mobile devices.
In the background but particularly important is the performance. The extranet should have high availability, minimal downtime, and fast response times. Customers will expect to be able to access the information and resources they need without delays or interruptions.
If your organization already has an extranet, youâve already made that initial investment. But do you have low adoption or usage? If so, the first step is to ensure your customers know the extranet exists. Demonstrate the features/functionalities and how they can benefit by using the extranet.
The next step is for customers who are set up but arenât finding value in using your extranet. Make sure the extranet is meeting their business and compliance requirements. Encourage and solicit feedback about their specific needs and wants. Or are customers complaining and reporting issues such as difficulties accessing certain information, difficulties navigating, too many clicks in the mobile app, etc.?
Performance-related issues such as if the extranet experiences frequent downtime, slow response times, or other performance issues are signs that improvements are needed. Latency and unexpected unavailability are the enemies. You want to monitor performance metrics and analyze trends before they become problems.
As the customerâs frustration increases, their usage will probably decrease. So be proactive in recognizing when your extranet needs to be updated and improved.
A well-designed extranet can increase customer satisfaction, loyalty, and engagement, ultimately benefiting the relationship with your customers. Your extranet could be the differentiator that sets you apart from your competitors!
For more information on the benefits of an extranet, follow me on LinkedIn!
Your job interview may be over but the interview process isn't done yet. There's another crucial step that could mean the difference between getting hired or getting looked over. That step is sending an unforgettable thank-you note to your hiring manager.
Will a thank-you note really make a difference?
Yes, it definitely will. Writing a thank-you note gives you the opportunity to keep on making a good impression after the interview process is complete. It shows that you care about the company and appreciate the time people put in to meet you. Plus, it shows that you care about the next step in the hiring process and want to take an active part in it.
If you have questions about your thank-you note strategy (like what to put in it or how to send it along), here are some tips on how to write a thank-you note that will really wow your potential employer:
There's a good chance the hiring manager is super busy and wants to make a hire soon. You need to keep up with them. If you write a note by hand and send it in the mail, it may not reach them by the time they make a decision.
To ensure that you're up to speed in the hiring process, send the thank-you note via email. It will get to the hiring manager much faster.
The hiring process moves fast, so it's important you make a good first impressionâfast.
The optimal time to send a thank-you note is within 24 hours of your job interview. That way, the hiring manager doesn't forget you or the conversations you had during your interview. A quick turnaround on your thank-you note also shows the employer you're a proactive and eager job candidate.
Saying "thank you" in your thank-you note is a given. Take it a step further by telling the hiring manager why you are thankful for the interview.
You could mention that you liked learning more about the company, meeting members of the team, and getting to know more about the position. This shows the hiring manager that the job interview was more than just a formal part of the hiring process for you.
During your job interview, learn the names of those you come in contact with and mention some of them in your thank-you note. You could mention a question they answered for you or give them a shout-out for making you feel comfortable.
This shows that you pay attention to the details and care about those who have helped you throughout the hiring process.
Now that you've gone through the interview, reiterate why you think you'd be a good fit for the job. You got a glimpse of how the company functions, so now's your chance to add what value you think you bring to the table.
You can also express your excitement about the position and the company. It will show that you care about the job and it will help you further stand out in the hiring manager's mind.
At the end of the day, a thank-you note will make you a memorable job candidate, someone the employer would love to have on their team. So, don't forget to send a thank-you note after your next job interview!
Need more help with your job search?
Become a member to learn how to land a job and UNLEASH your true potential to get what you want from work!
This article was originally published at an earlier date.
We've all been there, right? You connect with someone on LinkedIn, start a great conversation, and then when you reach out again, silence. You never hear from that person again. Ouch. Looks like you got ghosted by a LinkedIn connection.
Ghosting is when someone abruptly stops communicating with someone else, and it happens all the time in online networking. But, why did this happen to you? What went wrong?
When you've been ghosted by a LinkedIn connection, a few things could have happened. Here are some reasons why they haven't gotten back to you:
We live in a crazy, busy time. Everyone has things going on, and answering LinkedIn messages might not be everyone's first priority. Cut this person some slackâthey might just be swamped with other commitments right now.
Just because you live on LinkedIn doesn't mean that everyone else does. In fact, there are tons of people out there who have a LinkedIn profile because they're required to have one or because they feel they should have one, but they don't actively use it.
So, if you haven't heard back from a LinkedIn connection in some time, don't take it personally.
This person might have gotten distracted and forgot to return your message. Again, we live in an incredibly busy time and things come up. Just because they didn't respond doesn't mean they weren't intending to do so.
Sure, sending LinkedIn messages, commenting on their updates, and liking their activity on LinkedIn is fine in moderation, but if you're too aggressive, you can scare away or irritate your LinkedIn connections.
Did you make an effort to get to know them and their goals? Or did you make it all about you? Monopolizing the conversation with your story, heartaches, and needs is one of the easiest ways to get ghosted by a LinkedIn connection.
Who wants to talk to someone who just talks about him/herself? Boring. Selfish. No thanks.
Asking for favors too soon can really turn people off. You need to take time to get to know them, offer value, and establish a relationship. Otherwise, they might feel like you're just using them. No one likes that!
Whether you meant to or not, you might have done something that gave this person the creeps. If you were too aggressive with your networking strategy, this person might have gotten a bad vibe from you. Or, if you straight up said something inappropriate (i.e., commented on his/her looks, confessed your love, sent messages/images that are NSFW, etc.), this person very likely isn't going to be a fan.
You might laugh at this, but it actually happens all the time. Don't be a creep!
Oh, what a plot twist! You've been M. Night Shyamalan'd. You might not realize it when you do it, but if you connect with someone on LinkedIn and you don't reach out, you're ghosting them from the get-go. If you reach out weeks, months, or years later expecting them to return your message, they might not know who you are, why you're connected, or why they should talk with you.
Always start a conversation when you connect with someone on LinkedIn!
If you've been ghosted by a LinkedIn connection, think about what you could've done differently. Are there problems with your current strategy? Also, take into consideration that it's not always your fault that you don't hear back. Sometimes it's on the other end. If that's the case, try following up again in a few months to get a conversation started again. Or, move on to someone else.
Need more help with your career?
Become a member to learn how to UNLEASH your true potential to get what you want from work!
This article was originally published at an earlier date.
As a manager or leader in the workplace, a big part of your day is probably spent in meetingsâattending them and leading them. For the meetings you set up and lead, how can you ensure they're a productive use of your (and your team's) time?
We recently asked our leading executives for their best tips on how to conduct a productive meeting.
Here are their responses...
This is such an important and yet everyday question!
Here are some tips for the super basic ones for me:
In order to make it even more productive:
Having thoughtful, efficient meetings with teams should include many factors. Here are some tips for achieving a successful meeting:
1. Provide objectives, goals, and notes from previous meeting minutes, in an agenda format, and distribute them the day before the meeting (preferably by noon). Ask for anyoneâs input BEFORE the meeting and add all responses to the agenda and assign team members to specific topics if needed.
2. Once a detailed agenda (that includes all the important topics and issues that need to be discussed) is completed, be sure to distribute it as a Google Doc. (This makes it easy for multiple members to edit and update during meetings on Zoom). Ensure that each agenda item has a specific timeframe allocated to it and that all attendees are aware of the agenda in advance and will be ready to speak on the topic that has their name noted next to the item.
3. Start the Zoom platform, or other platform, on time as a host.
4. Greet everyone on camera and have a positive, energetic vibe! Welcome any new members or guests. Give team members five minutes to enter the meeting before you start.
5. Welcome everyone and shift to "share screen" to showcase the Google Doc that has the agenda. To keep attendees awake and alert, update the Google Doc LIVE during the meeting by assigning follow-ups, notes, and meeting member names to any input given on the topic. This does work to keep people alert, as they watch you update the document as the meeting progresses.
6. Encourage all attendees to participate and provide their input on the topics being discussed. Ensure that everyone has an opportunity to speak and that there is no domination by any individual or group.
7. Keep the discussion focused on the agenda items and the objectives of the meeting. If a topic is taking too much time or is straying from the agenda, gently redirect the discussion back to the main topic.
8. Following the meeting, distribute the meeting minutes, follow-ups, and action items to all attendees. Schedule follow-up meetings or calls to ensure that action items are completed and that progress is made.
These tips should help execute an amazing meeting. Good luck!
Kathryn Marshburn has spent 12+ years in the music and gaming industries guiding teams on identifying targeted goals with an agile approach resulting in driving revenue and reducing risk.
In the past, I was never one to encourage frequent meetings. I have encountered managers who wanted to meet solely to look like something was getting done. This caused frustration with the team.
1. Define a Clear Purpose for the Meeting.
Assign a theme as to why the meeting is being called. Why are we coming together? Who needs to be at the meeting?
Assign a timeline. How long will the meeting be?
2. Set a Meeting Agenda.
What will we discuss, and what are we trying to achieve? Is there any old business that still needs attention?
Who is going to do the talking? For how long?
3. Collaboration.
I would let everyone know that this is a working meeting. Allow open engagement and feedback amongst the team. Set the tone of the meeting that encourages and embraces a space where everyone can express their ideas and opinions without feeling afraid. As the leader, I would make sure the discussion stays on topic.
4. End the Meeting.
As I wrap up the meeting with final thoughts, I would ask if there were any final questions or thoughts. I would thank the team for their input and attendance. I will summarize the discussed agenda points and discuss the next steps.
Finally, I would propose a date for the next meeting so that everyone could put it on their calendars.
Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.
How do you conduct productive meetings? Join the conversation inside Work It Daily's Executive Program.
I am always interested in learning what makes leaders and companies successful. The recent stories of embarrassment with MillerKnoll CEO Andi Owen and James Clarke CEO Clearlink (I will discuss further down the article) had me ask this question again. What qualities go into elite leadership and is it transferable across industries and business sizes? How does one measure leadership?
As one who had an opportunity to lead in multiple industries, I have actual experiences to compare and contrast what we read and see in âreal life.â It allows me to see/read about CEOs and their companies and compare them to what I experienced.
One thing I am 100% sure of is that there are specific traits and/or qualities that can serve as a foundation for anyone in any industry and at any level of leadership that are crucial to maximize the business and personal results.
Personal humility and professional will (courtesy of Jim Collins) - The ability to have the resolve to achieve the organizational goals set while also being able to put the needs of the organization and its people ahead of personal ambitions. It comes down to whether you can stay disciplined in the long term while making the tough choices along the way. Will you listen to feedback that allows you to stay humble?
In my experience, this is a difficult balancing of will and humility and I was confronted by an employee during one of my roles as president of a division of a large global company. We had an open door policy and the individual couldnât get her issue resolved with various leaders in the company and she asked if she could speak with me. The HR team was very involved and wanted me to be prepared because no one knew what she was going to share or talk about. As I sat there waiting for the meeting to begin, I was anxious and nervous trying to reflect on something that could come up that would be embarrassing or uncomfortable for the organization that we had not dealt with.
When she arrived, she sat down and said, âBefore we start, I wanted to share with you that I donât always agree with your decisions."
I thought, Oh boy, here we go.
But then she got very reflective and said, âThe entire organization knows that only one person can make the decisions and because you do three things, we respect you and trust the decisions. One, you explain to us the need for a decision or change in a way we can appreciate and understand and you allow us to ask questions. Two, you share that several people inside the organization and others outside were 'consulted' about the options and risks/rewards. This," she said, "shows you care about our perspectives and we know that we were empowered to have a voice. Three, you explain the ultimate decision, how you landed on it, and relate it to life choices or decisions so we can relate to the situation in a real way. It allows us to process it and understand the necessity of it and implications if we donât change."
Those âlessonsâ have carried with me for over 14 years since this happened, and I have tried to follow that model when big difficult decisions have to be made that disrupt the norm of the business.
Fast forward to today, letâs face it: I didnât have to have my decisions exposed and debated by millions of others who go on Twitter and other platforms. In the past 3+ years, we have had an extraordinary opportunity to watch, in real time, all sizes of companies and business leaders have to perform in the spotlight. Not only is social media quick to praise or admonish them, but employees are also speaking out and we can see the results in the amount of people changing companies and jobs.
So I ask myself as I study leadership, has it changed what it takes to be a great leader or has it adjusted the percentage of which leadership muscles a leader needs? More importantly, do we have people in these leadership roles that are skilled enough to manage through it? Leadership has been and always will be about how you are able to gain followership because people want to because you have created meaning beyond their job versus having to because they need a job.
I donât see the leadership transformation necessary to excite employees, engage them in the future you want to see, and above all develop the transparency and trust required. Just recently Andi Owen, CEO of furniture maker MillerKnoll, told employees, âYou can visit Pity City, but you cannot live there.â Tone deaf! I understand she is frustrated yet there is no sense of understanding of where her team is. Or how about James Clarke, CEO of Clearlink, a digital/marketing company? He praises an employee for selling her dog to come back to the office and suggested it was unfair for parents to take care of children while on the clock. Wow!
No doubt, It is hard when you are having to communicate over a Zoom call and you cannot read people easily and I respect that. It is just so important to pause before going on a call like that and remind yourself of the outcome you want and know that it could go viral no matter which way you go. CEOs want to inspire, motivate, and improve productivity while employees are clamoring for flexibility, higher pay given inflation, and more feedback not less. Both can be true if you have that as your intention. Sorry, being a CEO is hard.
Employees have made their voices clear and going forward I would argue that beyond knowing how to deliver strategic vision, financial acumen, and commitment to innovation, a business owner/leader has to pay close attention to talent optimization and development along with how authentic, flexible, transparent, and empathic they are. Building a diverse, inclusive culture that allows you to leverage your skills and the collective one of your organization. It means the financial P&L has to balance against the P&L (people and listening) that employees are focused on.
A few recommendations for those of you who are navigating this and unsure where to begin:
1. Find admired companies/leaders who are good at it - Tim Cook (Apple), Safra Katz (Oracle), Rosalind Brewer (Walgreens), Vicki Hollub (Occidental Petroleum) Lisa Su (ADM chipmaker), Satya Nadella (Microsoft), Becky Hammon (coach WNBA/former NBA assistant), and Brian Cornell (Target) are examples to look at. As far as companies, these are all good examples and I would also offer Nike, Korn Ferry, Patagonia, REI, and those that are classified as B-Corps. Just read up on what they are doing and how they are navigating all these challenges. They are not doing it all perfectly but these folks are determined to challenge themselves and their organizations to continue to lead.
2. Books/Newspapers/Podcasts/Webinars - Seek to listen to or read about inspiring leaders and business owners to help you not feel alone in your struggles while also getting real ideas on how to think about handling situations better. Personally, I have tried to focus on brands that I can connect with across platforms and are consistent with their reporting. For me, on business, I love listening to/reading anything WSJ, NPR, Korn Ferry, Vistage Worldwide, and CNBC. When it comes to people I follow, I love podcasts that have a lot of wide-ranging, high-performing people that allow me to do research and follow their work. Some examples of that are The Learning Leader Show With Ryan Hawk, Gary Vee, The Ed Mylett Show, On Purpose with Jay Shetty, and, when she was doing podcasts, Brené Brown. Their books, webinars, and podcasts are all ways I learn more about how to lead in the times we are in both personally and professionally.
As a former CEO and president of four different companies and industries, I am intellectually curious to hear what others have been experiencing and see as the key to great leadership. If you have some thoughts, please share them here, or to my email, [email protected]. As a chair and facilitator, I would love to talk to NH/ME business owners that are interested in discussing how to be a great leader in these times. Our belief is leaders learn best when in a group of non-competing other owners while in a safe confidential environment. If that is of interest, let me know. REALITY ALWAYS WINS. ALWAYS.
âWhere do you see yourself in five years?â is a surprisingly common interview question that not many people are ready for. Itâs not a question you can answer without some preparation and an understanding of what interviewers are looking for. This guide will make it easy to give a fantastic response to this question and […]
The post Where Do You See Yourself In 5 Years? (Top Sample Answers) appeared first on Career Sherpa.
The simple purpose of the resume is to get you noticed and have employers contact you for an interview. To achieve this, resumes will typically break some common grammar rules.
For example, all sentences are written like headlines without pronouns. Employers won't be asking whose resume it is when your name is already on it, front and center. It is, therefore, unnecessary to include pronouns like âI" or âmy" anywhere on your resume.
Resumes need to read like quick, bite-sized bits of information. Adding pronouns can make the information difficult to digest because there is unnecessary clutter around the facts the hiring manager wants to know. For instance, a resume including pronouns would read something like this:
I launched the product to a new international market. My efforts resulted in the company's sales revenue doubling within 2 years.
A more effective approach would read:
Launched product to new international market, doubling company's sales revenue within 2 years.
See how the latter version says the same thing but gets to the point quicker? Also, notice how we did not spell out "two" because numbers draw the eye to your sentence.
Here are some common grammar rules around resume writing:
1. Forget about "I."
There is no need to use "I" anywhere in your resume. For bullet points, just start with an action verb like "Delivered," "Achieved," "Produced," etc. Follow these action verbs with quantifiable accomplishments and you'll stand out to recruiters and hiring managers.
2. Keep your sentences in the first person.
Hiring managers will cringe if they see that your resume is written in the third person. It's even worse if you switch up points of view halfway through your resume. "Excel in developing comprehensive financial models," is correct (first person) whereas "Excels in developing comprehensive financial models," is not correct (third person). For all non-current positions, you can use the past tense so you won't have to worry about using the wrong point of view.
3. Keep sentences short.
Fragments are encouraged. Long, descriptive sentences and bulky paragraphs are not going to impress recruiters and hiring managers. Why make it harder for them to figure out what kind of value you provide?
4. Use bullet points for achievements so they are noticed.
Break down information into easily digestible bits. Big blocks of text will likely get skimmed or overlooked entirely. Short bullet points where you quantify your work experience (using numbers) will definitely get you noticed by all the right people.
5. Take out fluff.
All you need is simple language. Do not use flowery phrases that would not come up in normal conversation. Any kind of resume fluff will hurt your chances of getting a call from an employer. Hiring managers will see right through it. When it comes to your resume, less is more.
6. Show the most important achievement first, starting with the quantifiable accomplishment.
For example, "Reduced costs 40% by bringing services in house." It's all about grabbing and keeping attention. If you can grab and keep a hiring manager's attention while they're reviewing your resume, you've already gotten much farther in the hiring process than most of the other job candidates.
Remember that employers generally scan your resume for eight seconds to do the preliminary screening that puts you in the yes, no, or maybe pile, so follow the rules above for the best results!
Need more help with your job search?
Become a member to learn how to land a job and UNLEASH your true potential to get what you want from work!
This article was originally published at an earlier date.
As a leader, you face unique challenges in the workplace. A common scenario you might have to navigate as an executive or manager is sharing difficult news with employees. How can you effectively communicate the difficult news while staying positive and helping your employees look to the future?
We recently asked our leading executives for their tips on how to share difficult news with employees.
Here are their responses...
Sharing difficult news with employees is never easy, but it's important to do it in a way that is honest, compassionate, and transparent. Here are some ideas on how to do it:
Sharing difficult news with employees is never easy, but it's important to do it in a way that is honest, compassionate, and transparent. By following these tips, you can help your employees cope with the news and move forward in a positive way.
Ana Smith helps people & organizations achieve their full talent potential by developing and co-creating people strategies and customized solutions, and turning them into impactful outcomes and collaborative relationships, using coaching as the "red thread."
As a leader, I would plan a course of action fitting the newsâs nature. Knowing that I need to have a difficult conversation with my team, I would collect as much information as possible to be a resource.
1. Arrange an urgent meeting.
As the news is known to management, getting out a statement or starting an immediate conversation is a way to deal with the situation head-on.
2. The meeting will be face to face.
To convey difficult news, the team needs to see my face and feel my empathy visually. The team might also need the support of each other.
3. Tell the truth.
Be as transparent as possible. In delivering bad news, give as much information as you can.
Please keep in mind that sometimes bad news comes from the top. And, at certain times, management will withhold information to a need-to-know basis.
4. Allow time for reactions.
Once the news has been delivered, take any questions that might be raised. This is my time to show empathy and understanding to the team. Offer any professional services that might be available.
5. A look to the future.
Briefly discuss a new path forward considering the impact of the bad news. This is a time to heal and move toward the future.
Michael Willis has 18+ years of experience working with accounting & sports organizations and has managed P&Ls of $10M - $125M+ with budgets of $3M-$50M+. He worked for the NFL for 22 1/2 years, mainly with the game officials working on the financial/accounting side of the business.
Sharing difficult news with employees can be challenging, but it's important to do so thoughtfully and sensitively to ensure that employees feel supported during this time. When itâs time to deliver the difficult news to employees, follow these steps to ensure you're prepared and confident:
Overall, sharing difficult news with employees requires sensitivity and empathy. By taking the time to prepare yourself, choosing the right time and place, being transparent and honest, showing empathy, providing resources, and following up, you can help employees feel supported and cared for during this time.
Lisa Perry helps companies build leadership brands, driving loyal customers & delivering profitability. She does this through a process that builds brands consumers love. Her goal is to help companies develop, monetize, and grow their brands.
How do you share difficult news with employees? Join the conversation inside Work It Daily's Executive Program.
Figuring out how to decline a job offer can be a bit daunting at first. You donât want to be disrespectful or burn bridges, but you also need to make it clear that youâre no longer interested in the role. This guide will teach you how to respectfully decline a job offer without any awkwardness. […]
The post How To Respectfully Decline A Job Offer (Email Examples) appeared first on Career Sherpa.
An article recently came across my desk about a new phenomenon: "ghost jobs." In this article, The Wall Street Journal reports that there are actually thousands and thousands of ghost jobs currently posted on job board sites.
So, what is a "ghost job"?
A "ghost job" is a job that isn't real. It's a job for a company that isn't actually hiring, or at least hiring for the role advertised in the job posting. More than 1,000 hiring managers were surveyed, and 27% of them admitted that they've left these jobs up for over four months, never intending to fill them.
@j.t.odonnell I've been saying this for months! Now there is proof!!! #ghostjobs #jobsearch #jobsearchtips #careertok #jobtok #job #career #careertiktok #jobtiktok #jobs #careers ⬠original sound - J.T. O'Donnell
Over half of the hiring managers surveyed said the reason that they left the jobs up for so long was to give the impression or illusion that the company was growing. The worst part? One-third of them said they left the jobs up because they wanted to give the appearance that they were actually trying to hire to help their overworked staff.
If you're looking for work right now, you probably realized it's harder than you thought to find a job. And applying online is getting you nowhere. These "ghost jobs" are impossible to spot among the real job postings on job board sites.
The solution? Learn how to conduct a proactive job search.
Once you learn the better way to look for a job, you won't have to worry about "ghost jobs" anymore. Good luck, and go get 'em!
Need help conducting a proactive job search?
Become a member to learn how to land a job and UNLEASH your true potential to get what you want from work!
