52 STASHED IDEAS
All relationships need boundaries, especially those in managerial positions. We believe that being close with our employees is ideal, however, it's actually best if we keep a bit of distance and establish firm boundaries with them.
A good manager should want rapport and respect, not a best friend.
When we don't establish firm boundaries as managers what happens often is that other employees may develop the idea that there is favoritism in play, objectivity often gets lost, and it puts us in an awkward position when their performance issues arise and control is needed.
Active listening may be your most important skill set. Here is how to practice it:
Highly successful leaders sometimes struggle to communicate with people that they know well. This error is not prevalent while talking to strangers, and is called the Closeness-Communication Bias, and is due to an illusion of insight while communicating with friends or close colleagues.
There are certain strategies that leaders and managers can apply to improve their communication effectiveness.
A leader can gain much from simply focussing on the other person and listening carefully.
A common mistake many leaders make is to make their communication a one-way street, robbing other people the opportunity to add value to their ideas and decisions. Listening to your audience/peers is a great way to get their attention, provided the leader is not multitasking at the time.
“People will forget what you said and did, but they will never forget how you made them feel.” - Maya Angelou
An emotional-level connect is imperative in an effective communication, without which the entire exercise is impotent. A sincere, transparent, and emotional expression of the leader goes a long way in establishing trust and effectiveness.
Many leaders can mistake what is being stated as the entire information, neglecting the unspoken messages that are revealed by observing the body language of the subordinates and peers.
Paying attention to what isn't said can make a huge difference in the level of communication.
"The single biggest problem in communication is the illusion that it has taken place."
An effective communicator needs to mould the message to ensure (sometimes in real time) it is listened to.
Make sure people are not rushed into an already made decision, and the main point is not put forth as a blunt statement. A meaningful dialogue with intelligent questions should be encouraged.
Any communication can only have the intended impact if the basic understanding of what is the core takeaway from the conversation is well prepared. Instead of preparing a speech, prepare the basic talking points, focusing on the main purpose for the effective communication of the message.
Avoid using too much jargon or ‘business speak’ which can come across as insincere and alienate many listeners.
While speaking to groups, a leader tends to be formal, and is distracted by the large crowd, failing to create a deep level of intimacy.
The trick to effective communication is to deliver the message as if one is talking to an individual. This makes the speech emotionally genuine, with each listener able to grasp the energy and attention, as they would if it was a one-on-one communication.
When we admit our weakness, we are more human, likeable and authentic. This honest and imperfect person becomes charismatic, something known as the vulnerability effect.
While conducting a study of two women selling blenders at a mall, it was found that the ‘clumsy’ lady seller, who often forgot to close the lid and spilt smoothie on herself was considered more likeable and charismatic. The other more perfect woman who had a perfectly good presentation was not considered as charismatic.
The takeaway here is to be competent and then be lovable, as both are crucial.
It is a well-known fact that most people quit due to bad bosses. This includes all the super-geniuses who would have driven the company towards growth and prosperity but were sidelined or diminished by lousy, insecure bosses.
An extensive study on more than fifty thousand leaders showed that only one in 2000 leaders can be unlikeable and still be successful.
Teams having likeable leaders tend to be stable and flourishing. A likeable leader makes the team members step out of their comfort zone and give their best, without forcing anything.
Being a great conversationalist should normally mean speaking more right? Wrong! One has to maintain a 2:1 ratio of listening versus speaking, while we communicate.
Asking lots of follow up questions or examples, which makes the other person dig deeper, makes for a great conversation, and the person automatically feels that the listener is a great conversationalist and gets attracted on a subconscious level.
Essentially, one is deemed a great conversationalist and therefore charismatic, just by listening actively.
Charismatic people keep up the motivational levels of their team members by being encouraging, optimistic and a bundle of energy and positivity.
They reward good work, give ample credit to others and give sincere compliments.
If you want to get along with people, you have to understand that like an onion, people have layers, and one has to peel the layers from them to reveal their real, amazing nature. No one is inherently boring.
You have to take responsibility, actively engage and delight the person. Example: The quiet person that no one talks to can be nurtured simply by listening with empathy and respect.
Social wealth is what charismatic people excel at. They go beyond just meeting new people or maintaining existing relations. They become connectors who introduce people with each other, knowing that they will ‘hit it’ well together.
Charismatic people are not selfish about their social wealth, but spread it in abundance, making them sought after among their friends.
Don’t try to interact with people if you are not feeling your best, either emotionally, physically or mentally.
Instead of socializing due to an obligation, even though you are not at your 100 percent, it is better to be absent.
Charisma is a magnetic attractiveness that inspires devotion in others, and is not an innate talent of the few.
It is a science that many can learn and cultivate in themselves by following a set of guidelines. Keep in mind that charisma does not mean perfection, and many seemingly awkward or average-looking men and women are in fact, extremely charismatic.
The Scotch tape was released at the start of the Great Depression when people had to mend and make do.
People used the transparent tape for everything. While many companies were going under, tape sales helped the company to grow.
Richard Drew invented The Scotch transparent tape while working as a lab tech at the Minnesota Mining and Manufacturing Company, which was then manufacturing sandpaper.
In the face of a constant stream of new information change and new customer habits, it’s very difficult to predict what the future will look like.
But it’s possible to find ways to stay alert by listening carefully to your customers and enabling your workforce to move quickly on new strategies that align with your mission.
Talent may be evenly distributed, but opportunity is not. It could take some time and cumulative action to build a more diverse workforce, but sometimes the simplest of measures can add up to major changes.
At Shopify, for example, the company rethought the requirements on their job descriptions. On each job post, it encourages job seekers to apply even if they don’t necessarily meet all the requirements that are listed.
One of the most helpful things you can do for your employer brand at the moment is to help employees and those interested in joining your company see beyond just your value proposition, to your actual values.
In the future, this will become even more important as companies continue to recognize the importance of taking a more empathetic, human tone in their messaging and telling authentic stories that reveal their company’s values and purpose.
96% of talent professionals agreed that employee experience is very important, to the point of becoming mission-critical.
Whether you’re a leader overseeing a 500-person organization or a manager with a team of two, we all need to find ways to create experiences to connect more deeply and humanly with our teams..