Angelica Rains, Author at Groupe Insearch

How to Deal with Office Politics Before They Diminish Company Culture

By Angelica RainsExecutive Assistant, Leadership

Office politics can be detrimental to a workplace if there isn’t a culture and plan in place to reduce its likelihood. Letting office politics run wild can create a toxic work environment, reduce morale, and lead to increased turnover. Here are some tips to deal with office politics before they have a negative impact on the company culture.

Have Your Team Make Commitments to Each Other

While training is used to increase competence, it can also be used to reduce conflict. During training, have your team members make certain commitments to each other and to the organization. For example, they can commit to eliminating gossip, being more clear in their communication, or addressing people directly. These types of commitments will create a drama-free company culture and make your employees more accountable to each other.

Avoid Conflict by Cutting Out Gossip

Encourage your team to eliminate office gossip. This can completely change your internal culture. When everyone gossips, it becomes hard to separate fact from fiction and stories from lies. People often think that gossiping with coworkers helps them build relationships, but in reality it more often destroys relationships and contributes to a toxic work environment.

Lead with an Abundance Mindset

Some people lead with a scarcity mindset. They frame their leadership around what they lack. These leaders frequently complain about not having enough time, resources, etc. This often comes from a place of fear. It is much better to lead with an abundance mindset. These leaders concentrate on what they want to achieve and work toward their goals, regardless of the resources that they have. A scarcity mindset often leads to more workplace drama because people feel like they have to struggle to succeed, so they tear each other down. If everyone on the team works together to succeed toward common goals, there will be less conflict and more healthy collaboration.

Conscious Leadership Group

If your company has a lot of workplace drama, partner with an organization like Conscious Leadership Group. This organization consults with business about how to reduce conflict in the office and increase self-awareness and engagement. This is a multi-year program that will give your team shared goals, which in turn, will help them work better together.

Too much conflict and politics can make a work environment unbearable for you and your employees. Focus on leading with openness and directness and encourage your team members to avoid gossip and other toxic behavior. This is the best way to reduce negative office politics and encourage team cohesion for the long term.

December 18, 2019

An Era of Authenticity

By Angelica RainsLeadership, Training

Is the very act of reading an article about how to be authentic in and of itself inauthentic? The topic of authenticity is likely discussed in counseling sessions but rarely discussed related to the workplace. However, we live in an era where social media has perpetuated the need to showcase an idyllic life, in a time where a news story breaks every few minutes that erodes the reputation of highly powerful individuals we once trusted, and in which old friends want to reconnect ultimately to try to get you in their downline of their newest multi-level marketing.

It is fair to say that most people have a heightened sense of skepticism. It is also fair to say that in the face of that skepticism, most people crave an era of authenticity more than ever before. This is not limited to life outside of the workplace; many articles have been written about the importance of the boss-employee relationship and how the lack thereof is one of the largest contributors to turnover within an organization.

Many of these suggestions may simply serve as a reminder of best practices you already know, though common sense is not always common practice. Knowing and doing are not necessarily the same; you may know much of what is listed, but it’s the doing that makes the difference.

Intent

To learn how to be authentic, or to react authentically, treat authenticity as something we have instead of something we are. As complicated as that sounds, it is actually quite simple. In the perceived nature of human interaction, there is an element of intent that cannot be dismissed. As a leader, having an employee’s best interest at heart is not something that should be overlooked. If you think about it, the phrase “constructive criticism” is an oxymoron. Coaching is an opportunity to contribute to another person’s development; it is a two-way partnership where both parties share knowledge and experiences in order to maximize the person’s potential and help them achieve their goals. Instead of considering criticism as something negative, consider this context: “As your leader, I am fully committed to your performance and to your success. My intent behind sharing with you this feedback is to provide information about your performance that I believe will have a profoundly positive impact on your ability to succeed.”

Thus, constructive criticism is instead constructive feedback. Feedback about a performance deficiency does not have to be any less positive than reinforcing proficient capabilities. To a certain extent, Zig Zigler’s famous quote that “you will get all you want in life, if you help enough other people get what they want,” is incorrect. If the reason you want something from others is because it will benefit you, that is inauthentic behavior that few will trust. If your intent is to genuinely serve those around you, you have begun to create an era of authenticity.

“Listen with the intent to understand, not the intent to reply.”
– Stephen Covey

The Law of Attraction

Part of the importance of authenticity in the workplace is to serve the relationships of the existing team. How genuine interactions can influence the interviewing process is also important to consider. Reflect upon some of the most authentic personal connections or experiences that stand out in your life. It may be that you can only think of a handful but those likely stand out as being extraordinary. You feel moved by authentic people and are attracted to them. Similarly, you feel attractive when you are being authentic, and when you connect with someone who is authentically engaging. When you really connect during an interview with a candidate, what you usually are saying is that you encountered a rare moment of mutual authenticity.

In an interview, genuine connections can be tough. As recruiters, we certainly understand three of the core functions of an interview are to assess if a candidate has the core capabilities to perform in the role, if you will enjoy working with them, and if they are genuinely excited about the opportunity. However, if everyone has their game faces on and are trying to deliver the answers the other party wants to hear, how do you balance selling with a true connection? Remember, whether obvious or not, people sniff out inauthentic behavior. Use the interview to screen one another. But if we go back to the importance of intent, help a candidate understand how as their leader, you have the ability to help them uncover who they have yet to become. Even having an open discussion about mistakes and failures can be uncomfortably refreshing. Mistakes do not define an individual, nor do they define who that individual has the potential to become.

Start Simple

So if authenticity is something we all want, but it’s something you are and not something you get, then authenticity must be impossible to teach, right? This is likely true and quite a paradox. Therefore, let’s start simple. Decide to stop being inauthentic. Catch yourself when you make a false compliment and try to offer up a genuine one instead. Recognize when you offer up a canned, knee-jerk response to a question and try to express an answer more firmly rooted in reality. Remove the hollow statements, the feigned interest, and the formulaic answers.

There are two most common scenarios in which colleagues pick up on inauthentic conversations. The first is the small talk; those situations in which you are grasping for something to say in order to avoid awkward silence. This does not mean that you need to ask deeply meaningful questions while collectively waiting for the elevator, but it is worth evaluating the types of discussions you engage in during those encounters. The second are in more formal settings such as important meetings or professional reviews. Corporate jargon is often used to either avoid conflict or as assert a sense of being in control. Instead, work on asking purposeful questions, perfecting your active listening skills, and delivering a professional recommendation that better represents who you are and what you believe. If you truly believe in what you say and the intent behind why you are saying it, others will as well.

December 11, 2019

Tips for Creating Performance Incentives

By Angelica RainsExecutive Assistant, Leadership

Performance incentives increase productivity, improve teamwork and morale, increase engagement, and reduce turnover. But not all performance incentives are created equally. When creating incentives, consider this question: If a year from now you are walking down the hall for the annual review and you’re happy with your employee, what is it that they accomplished to make you feel that way? Is your life running smoothly? Are you no longer missing flights or appointments? Are your priority projects being taken care of? Your life no longer feels chaotic? Now think about what performance incentives will motivate your employees to be their best selves so your work life will feel exactly like that. Here are a few tips for creating performance incentives for your employees.

Travel and Trips

Travel is one incentive that helps motivate employees to reach business objectives. Whether it takes the form of business trips or an incentive travel program, employees like travel incentives because the idea of traveling to new or exotic locations typically appeals to people who have a demanding work life. Travel is often a better motivator than cash because it is out of the ordinary. Cash is used and then forgotten, but the memories high-performing employees experience during travel can last forever. Travel is also an opportunity for employees to connect with each other, which can improve teamwork and productivity.

Bonuses

Performance bonuses are another great incentive option. Almost everyone likes the idea of extra income to supplement their wages, so performance bonuses work on most motivated employees. Research has shown that performance bonuses improve job satisfaction, employee engagement, and loyalty. They even foster trust between employees and management. Bonuses are a great way to help meet short-term and annual business goals.

Equity in the Company

Another motivation that is currently popular in many incentive programs is equity. Giving high-performers equity in the company is a great way to increase productivity and engagement across the board. Long-term incentives like equity are useful because they encourage high performers to make decisions that will benefit the company in the future even if the decision doesn’t benefit their compensation in the current year. Equity incentives also improve retention for senior executive talent.

In order for you to achieve a seamless work and personal life, you need highly productive people working behind the scenes. A strategic incentive program will ensure your best talent stays motivated and continuously strives to do their best. A good performance program will also attract better talent. Incentives like travel, bonuses, and equity can help make sure the right people take on C-level support positions.

December 4, 2019

Who Thanks Whom? It May Be Time to Evaluate Your Hiring Process

By Angelica RainsHiring Strategies, Interviews

A recent article penned for Inc. by Suzanne Lucas made the bold statement: “Dear Hiring Manager, Perhaps You Should Write the Thank You Note.” She continues: “The traditional thank you note is from candidate to hiring manager. That’s wrong . . . Just what are you exactly thanking the manager for? Taking the time to talk with you and consider your application for the job, right? But what were you really doing? You were taking your time out of your day (and often using vacation time from your current job to do so) to try and solve a problem for the hiring manager.” At first glance, most would read these statements and think “thank goodness this wasn’t a candidate I interviewed; seems quite entitled.” However inverted a perspective this author seems to hold from standard interviewing protocol, there is an underlying message communicated by her article. It may be time to evaluate your hiring process through a new lens.

If we assume it is the candidate’s responsibility to pen the thank-you note, doesn’t that inherently mean that we also assume it’s the candidate’s responsibility to be thankful for being granted an interview to begin with?

Evaluate Your Hiring Process

You may have this mindset and not even realize you have it. A few questions to consider:

How much time do you expect a candidate to prepare for the interview with you? How much time do you spend preparing for that same interview?
You likely have asked the question “so why should we hire you” without batting an eye – how receptive are you when a candidate questions “why should I come to work here?”
Checking candidate references from past employers is a probable interviewing step; candidates volunteer these regularly. What would your reaction be if a candidate asked to check references from those who had worked under your supervision in the past but were no longer with the firm?

These are just a few scenarios to help challenge your hiring process. Lucas ultimately summarizes this mental shift: “When we think of all the things we demand of job candidates, we should realize that they are the ones doing the hiring managers big favors. You need that position filled, and these people are graciously helping you to do so.”

Start with Motivation

Secure more insights than exist on paper. Schedule time with your recruiter to go beyond more than “the individual is looking to take that next step in his career” and instead have a solid understanding of what the candidate does not have currently and is looking to have within your organization. Know what is most important for this candidate to learn from your initial meeting as it relates to what he is looking to accomplish in this career move. Additionally, make sure you know “why your firm” – why this candidate wants to talk with your firm as opposed to others. What is it that initially sparked their interest, and how you can expand on that to have the candidate walk away with their own motivating factors addressed? Finally, know “why not” – any concerns this candidate has in areas such as the cost of living (if relocation is involved), or stability, or any other detail no matter how large or small. This is the opportunity to address them, either openly or candidly, throughout the interview.

It’s the Little Things

Small things stand out, especially when candidates are in a thriving economy and may have the opportunity to interview with multiple organizations. Take a moment and look at your physical office space through a new lens. What does someone entering your space see and experience? Is your boardroom, interviewing space, or personal office dated and could use some modernization? Do you have anything on the walls that showcases your organization’s accomplishments, or highlights your culture? Think through the impression you make as it relates to your physical office space.

When the candidate arrives, give them bottled water without them having to ask or accept it. When the candidate leaves, consider an exit gift of some sort – a small item with your logo on it or something personalized based on what you know about their interests or background.

The Sell

Take some time to consider your hiring process and craft concrete answers or success stories around questions such as the following:

What are the primary reasons someone would join your organization instead of another firm?
What is the specific and measurable career path?
What in-house resources do you have that give people a competitive advantage? What external resources?
How does your company differentiate itself from other competitors in your niche, and what would this mean to someone joining your firm?
What is the tenure of your senior staff? What benefit does that provide a new associate?
What future growth plans do you have for your firm? What opportunity does that create for someone?

Even if the candidate does not ask the direct question, you want to remain confident that you are articulating “why you” just as much as you are trying to determine “why them.” If, during the interview, a light bulb switches on and you have the revelation that this is the exact person you need to hire, the better you can articulate your true value proposition the higher the chance that candidate will want you as much as you want them.

November 27, 2019

Using Mindfulness to Improve Clarity and Productivity

By Angelica RainsCareer Guidance

In a fast-paced work environment, it can be challenging to stay productive. You can’t eliminate all the distractions that you face at work because there are just too many. Mindfulness can help you stay in the moment and pay attention, despite seemingly endless distractions. Mindfulness also helps improve decision-making, engagement, and critical thinking, which can all improve overall productivity. Here’s how you can use mindfulness to improve clarity and productivity.

Meditation

Meditation helps calm anxiety. Meditation is especially useful during emotionally charged moments. Take two minutes to calm yourself. Sit quietly and let whatever thoughts arise come and go without any attachment or judgment. After you meditate, your heart rate lowers, you become less defensive and more solution oriented. Regular meditation can make you a better decision maker and a better thinker. Next time you feel like you need to make a point or emotion gets the best of you, take a break. If you make important decisions when you are calm and focused, your overall productivity will be higher.

Quiet Time

It can sometimes feel like taking time for yourself makes you less productive because you’re not “doing” anything. But quiet time is actually very important to maintaining productivity. Quiet time clears your brain, which allows you see things from a fresh perspective. Time spent in silence also helps you discover what’s important. In addition, it reduces stress and can make things feel a little less chaotic. This can be incredibly beneficial if you work in a loud environment full of distractions.

Meditation Apps

Many professionals who work in fast-paced work environments find meditation apps life-changing. Mindfulness apps can provide access to guided meditations and sleep solutions. Both mindfulness and healthy sleep patterns reduce stress, improve memory, improve focus, and give you better control over your thoughts and emotions. These benefits allow you to live your life in a more balanced way. If you can learn to let go of past mistakes and things you can’t control, you can focus on the here and now. You can also learn to be less reactive and approach life with a sense of curiosity instead of a need to be right.

When you work in a fast-paced role, it can feel like you are always under pressure. You might feel like you work constantly but still don’t get as much done as you would like. Mindfulness can help make you more productive by reducing stress, improving focus, and giving you much needed clarity.

November 20, 2019

Surviving the Slump

By Angelica RainsCareer Guidance

How excited do you think Pat Sajak is to ask contestants to buy a vowel after all these years? Do you think Beyoncé is tired of singing “Single Ladies” yet? Which do you think Michael Jordan loved more – the championship rings or shooting practice free throws for well over two decades of his life? There are monotonous phases of every career, even if your career is that of a pop star, a game show host, or a sports legend. We are certainly not exempt from that monotony either! You might not be experiencing it right now, but someone you lead may be. You might be in the height of peak professional fulfillment season but start to coast after the holidays and need a boost. The purpose of this post is not to serve as a downer, but to serve as a preemptive boost to what everyone will experience at times throughout their careers. We’ll address short-term solutions for managing a slump, mitigating boredom, and developing a carefully balanced mix of deliberate grind and patience. Even if you are in a great place professionally, if you implement a few of our suggestions, your great year can continue to evolve into something even greater. Here are some tips for surviving the slump.

Slump vs Burnout

Before we jump in, recognize that there is a difference between a slump and being burned out. A slump requires reengagement, whereas a burnout requires a comprehensive analysis of responsibilities and an analysis of future career path. A burnout can be solved by adding responsibilities to your plate, by building a team around you, and by outsourcing the lower level competencies that would allow someone to spend more time performing highly valued tasks. In order to successfully accomplish all of that, you have to be someone who others want to follow. If you are fearful that you are facing burnout, start first with treating it as a slump so you can pull yourself (or others) out of it long enough to give options for a long-term solution.

Commit to Change

Pop quiz: Five frogs are sitting on a log. Four decide to jump off. How many are left?
The answer is five. Why? Four decided to jump off, but that’s all they did. There’s a big difference between deciding and doing.

Commit to just a couple of changes and commit to how long you will change those things. At the end of that timeline, ask yourself “did I get enough from that that I want to keep doing it?” If you want to keep doing it, great! If not, commit to changing something else. But instead of committing to running a marathon, commit to running twice a week for two weeks and then reevaluating. Instead of making dramatic statements about changing your work habits, commit to working late two nights a week for the next two weeks. Do not get overwhelmed with the long-term nature of significant change; instead, focus on small wins that you can control and then control them.

Streamline

Next, consider removing the unnecessary from the calendar. Focus on whatever those most important objectives are. If your mission is to generate new clients, then remove essentially everything else from your calendar that’s not related to developing new clients. If your key objective is to complete some projects that have been looming over your shoulder, postpone coffee meetings and other tasks until those key projects are complete. Contrary to what you might be thinking, this is not being irresponsible or avoiding responsibility; it’s reassessment, and it is at the very heart of getting out of a slump. Eliminate everything except for the most important objectives and don’t get distracted by anything else.

Have a Plan

Benjamin Franklin is credited with the phrase “If you fail to plan, you are planning to fail.” Two hundred years later, that still rings true. Do not leave the office or go to bed at night without knowing exactly what your day is going to consist of tomorrow. Some adults view a plan as something that is boring and stifling; as an alternative, many “wing” their day and have no idea what they are going to do. Subsequently, many feel stressed, anxious, overwhelmed and as though they are falling short of their true potential. The answer lies in carefully designing a routine that works best for you – one which helps you be productive, in control, and the best version of yourself possible. When you carefully craft a personal routine and stick to it, it allows you get the most important things done first and out of the way.

Actively Learn

In nature, plants either grow or decompose; they do not stay the same. People are the same way; in an organization, nourishment is supplied by learning. What are you doing to foster training, growth, and new perspectives for yourself on an ongoing basis?

Consider this dilemma: a horticulturalist is stressed out because his plants are dying but is so preoccupied trying to figure out the underlying problem that he does not have time to water the plants. Should he just continue to pray for the good luck of rain, or would he be better served by changing his schedule around so he has time to water his plants? “We don’t have the money to invest in training.” “We’ve had a really bad quarter and don’t have time for this right now.” “I’m not in the right mindset to be open to new ideas right now.” These are all the same thing as saying “my plants are dying, but I don’t have time to water them.” Be proactive in seeking your own professional water, and actively learn – with outside help if needed!

November 13, 2019

Why Should Companies Engage with a Recruiting Firm?

By Angelica RainsLeadership, Training

In such a fast-moving industry, companies that engage with a recruiting firm can maintain a competitive edge by ensuring they have the best talent working for them. A recruitment firm will provide access to better candidates and improve the effectiveness of the hiring process among other things. Here are some reasons companies should engage with a recruiting firm.

Access to People Who Are Normally Inaccessible

Recruiters have access to both companies and candidates who would otherwise be inaccessible. Recruiters can open doors for companies who want to find better talent because recruiters have extensive connections. A tenured recruiting firm will have a talented and well-vetted network. In a competitive employment market, this means everything. The best recruiters will have strong relationships with all the players in the industry, and this is an invaluable resource to an organization.

Help with the Hiring Process

The best recruiting firms have high acceptance rates. Our firm’s acceptance rate is over 98 percent. Such a high rate indicates that a firm takes recruiting very seriously and attends to the process every step of the way, resolving any issues before they arise. A skilled recruiter will make the process run smoothly for both the company and the candidate. For example, recruiters will help pre-close the deal, make sure the candidate has all the necessary information, and negotiate compensation. Most importantly, recruiters help facilitate communication between the company and the candidate to minimize the chance of problems arising.

Influence with the Passive Candidate Market

The best candidates are often the candidates who are currently working and aren’t actively searching for opportunities. These so-called “passive” candidates are hard to attract and nearly impossible to access without a recruiter. Working with a recruiter will give you more influence with the passive candidate market. By building trust with candidates, a recruiter can persuade passive candidates to come into an interview and give you advice on how to woo the candidate and make an attractive offer.

Coach on the Interview Process

A recruiting firm provides coaching to both sides of the interview process. A trained recruiter will coach you on what questions to ask during the interview and what questions to avoid. The recruiter knows what kind of questions can scare off prospective employees. The best recruiters will help both the client and the candidate understand the whole process from beginning to post-placement.

When it comes to C-level support, organizations need the best talent in the industry. Engaging with a recruiting firm can help you ensure that you have highly skilled professionals supporting your executives. A seasoned recruiter will give you access to better candidates, improve your influence with the passive candidate market, and coach you through the interview and hiring processes.

November 6, 2019

The Dichotomy of Inertia

By Angelica RainsCareer Guidance

When it rains, it pours; most people are familiar with this phrase. It’s what we use to describe the inertia of negative circumstances building and snowballing. Can you think of the equivalent phrase used to describe the opposite, the experience of positive inertia? “Just look at the bright side,” “turn lemons into lemonade,” or “there’s a light at the end of the tunnel” might come to mind, but those all build on turning a negative into a positive. What about turning a positive into even more positives? Why is that not more commonplace? If momentum can swing us one way or the other on the pendulum of professional success, how can we keep the dichotomy of inertia positioned in a positive direction?

Habits

Let’s start with a common misnomer – that it takes 21 days to create a habit. If we want to focus on replicating positive momentum, we must start with an understanding of what it takes to get into a consistent pattern. The origination of the 21-day theory stems from plastic surgeon Maxwell Maltz. In the 1960s, Maltz released the best-selling book Psycho-Cybernetics. In it, he shares that a unique pattern occurred in his surgery patients; when the surgery resulted in an altered appearance, it took the patient around 21 days to get used to seeing their altered complexion. He also observed this in patients who had lost a limb; it would take them around the same amount of time to not feel the phantom limb before adjusting to their new situation.

Maltz’s book focused on a mind and body connection and the power of self-affirmation and mental visualization techniques. Many of his findings and the book itself were absorbed into areas of personal development in which some of the very trainers and motivational speakers focus who we know today: Zig Ziglar, Brian Tracy and Tony Robbins. However, this theory morphed from the idea that it takes 21 days to create a habit. It’s like that game of telephone; the end story has become somewhat distorted.

In 2009 Phillippa Lally, a psychology researcher at University College London, published a study on how habits are formed. She sought out to identify how long it takes to form a habit in the real world and by doing everyday tasks. The study looked at simple acts that people could incorporate into their daily lives such as drinking a bottle of water at lunch or running for 15 minutes before dinner.

Her findings? On average it took more than two months before a new behavior became automatic; 66 days to be exact. Her study went on to say that it could be anywhere between 18 to 254 days – upwards of 8 months to start and stick with a new habit!

The punchline? It takes a much longer period of time for a new habit to become your new normal.
Why is that critical to this topic? We must not regard any of the following suggestions as quick-fixes, but rather as a journey to create a completely different mindset associated with maintaining a perpetually positive inertia. Although this analysis of the dichotomy of inertia can span all facets of life, this article will focus on the professional opportunities that exist for emphasis on the positive.

Autopsy

Within the workplace, it is common to diagnose negative circumstances. A key employee left the organization, a prospective client was lost, or the department failed to hit quarterly targets are all examples of situations in which individuals will convene to discuss what was missed, what could have been done differently, and how to avoid replicating in the future.

Have you ever done an autopsy on something that didn’t die?

How much time is dedicated to discussing what has kept individuals at your firm? Brainstorming on what unique differentiators you have that allowed you to land a key account? Not just celebrating the achievement of a quarterly target, but breaking down at a granular level what each team member did to contribute to the success of the department? Although mistakes are our teachers, a great deal can be done to learn from success. If you want to create a long-term shift in perspective being of a positive nature, it requires a shift in the focus of experience.

Commitments Versus Goals

An object in motion stays in motion; how is that applied within a professional setting? Consider breaking achievements into two categories – commitments and goals. A commitment is a level that is attainable; one to be celebrated and which took some effort to get to. But how do we keep the motion of achievement in motion? The next level is the goal; the stretch milestone that might be seemingly impossible to attain but is in fact doable. Delineating between the two creates a space for further momentum beyond what is expected and perpetuates the positive force of an accomplished objective.

Words Matter

As a leader, it is our responsibility to help others understand that words have power; the way we say things matters. One could complain, “I am being bombarded with emails” or one could ask for suggestions for technology tools and effective time management.

I have to go to this team meeting = I get to go to this team meeting because I have a team dedicated to learning and living up to their fullest potential

I have to get this proposal to our client = I want to get this proposal to our client because they trust us to solve a problem they cannot solve on their own

I have to get caught up on emails = I want to get caught up on emails as I have knowledge and insight that others are relying on me to share with them

I have to take the kids to practice = I get to take the kids to practice as I am fortunate to have a family and resources to help them live a full, varied life

We have the freedom to choose our actions, our profession, our financial needs, and the path of our life. Each interaction is one step on the journey to create a transformed mindset associated with maintaining a perpetually positive inertia.

October 30, 2019

3 Things You Should Never Say to Your Boss

By Angelica RainsCareer Guidance

Whether you have a great relationship with your boss or there’s room for improvement, there are some things you should never say in their presence. It’s important to have their trust and respect, so don’t say anything to make them doubt or question your capabilities. Here are three things you should never say to your boss, and what you should say instead.

“I Don’t Know”

While you cannot know everything and your boss understands this, it’s important to express confidence and competence. Don’t use your time together to express doubt or confusion. If there is a question you can’t answer, tell your boss you will do some research and find out the answer. Alternatively, you can ask your boss follow-up questions so you can learn more about the question.

“I’m Tired”

It is common to feel tired, especially on a Monday morning or when you’re working diligently on an important project. However, it isn’t professional to talk about it with your boss. It gives the impression you don’t want to be there. Instead, find a way to energize yourself so you can maintain a positive attitude. Feeling tired frequently may mean you need to practice better self-care to achieve a balance.

“I’ll Get to That Tomorrow”

Don’t give the impression that you’re procrastinating or not doing the work. If you do have a lot on your plate for your day, you should ask your boss to clarify what the priorities are. Don’t assume that the task can wait until the next day. Perhaps, the priorities have shifted, and this is a task that needs to be completed right away. It’s always best to ask for more information instead of brushing the task off as unimportant.

What to Say Instead: Why? Tell Me More. How So?

Show your boss that you have a healthy dose of curiosity. Also show them that you care about understanding what’s expected of you and the priorities at hand. Asking for more information or for clarification is a strong sign of maturity. Things like “Tell me more” or “How so?” demonstrate that you’re seeking more details. Being well-informed will help improve with time management and prioritizing.

Especially if you have a friendly boss, it can be easy to forget they’re your superior. Your words matter. What you say can affect your career. Certain things can cause your boss to question your commitment to the job or whether you have the right personality for the role.

October 23, 2019

How to Track Individual Employee Performance on a Regular Basis

By Angelica RainsLeadership, Training

To be an effective leader, it’s essential to have one-on-one meetings to track individual employee performance on a regular basis. Monitoring performance is important because it allows you to spot problems and fix them right away and ensures that everyone is doing their part to further the success of the company.

Make the Time for Regular One-on-Ones

One of the biggest obstacles to observing productivity is finding the time. Many leaders feel like they don’t have enough time to track individual employee performance on a regular basis. How much time does it take? A good rule of thumb is to devote an hour each day to managing your team. Most meetings will take about 15 minutes. More time might be needed for newer employees. An hour a day might seem like a lot, but if you prioritize your schedule, it is possible for most managers to make room for one-on-one meetings. Think about your daily tasks. What activities do you spend too much time on? What tasks are unnecessary? What tasks can be delegated to your team members? These questions will help you organize your schedule and find time to conduct regular one-on-one meetings. Once meetings are scheduled, don’t be tempted to cancel or delay them. What makes them truly effective is their regularity and consistency.

What Should You Accomplish in Your One-on-Ones?

Meetings will have different objectives, depending on the team member and their role. Yet, there are some common goals for all one-on-one meetings. First, identify any problems that need to be solved. Ask the employee if they are having any problems. This may be a good opportunity to probe deeper because there are often problems hiding beneath the surface. Next, see if there is anything you can do to help improve their performance. Do they need a specific resource or tool they don’t currently have access to? Are there goals or aspects of their role they need clarification on? Finally, ask for a general update. What has changed since the last time you had a one-on-one with them? Other goals and topics for the meeting will depend on the individual employee, and questions should be customized.

Details and Clear Steps

During the meeting, don’t concentrate on the general feelings you have about their performance. Focus instead on specific instances that highlight the highs and lows of their performance and describe these incidents in detail. This will help the employee understanding where they excel and where they need improvement. Once you and the employee are on the same page, you can now work closely with them to come up with an action plan. You want to give them clear steps they can take to improve their performance.

Taking the lead to track individual performance regularly will help your executive assistant help you more effectively. The first step is to make the time for consistent one-on-one meetings. Then, focus on identifying problems and coming up with solutions that work for both you and your employee.

October 16, 2019