76 SAVED IDEAS
Certain kinds of sickness, like the flu, can become problematic due to their contagious nature, yet many employees feel they should attend office. Mental health-related issues are not considered good enough reasons to stay at home, as they appear invisible or intangible.
With companies striving for maximum productivity, and the gig economy making jobs fleeting and project-based, most workers don’t want to be left behind and are holding tighter to their jobs.
Many employers show deep distrust and create a toxic, fear-based environment for the workforce by not allowing people to take sick days or not showing support and understanding for those who are suffering from illnesses.
Employees should communicate with the manager as soon as possible, allowing them to plan the day’s work. Being honest is the best policy to avoid any misunderstanding, with lying or exaggerating being the worst mistakes.
A good manager has to be understanding and empathetic, building a bond with the employees through genuine care.
Many young professionals and MBA students desire to become a CEO. What stands out is the mindset to want to lead.
Many aspirants want to have an impact. They desire to make a real and tangible difference in the world. They see business as a vehicle for impact, and the role of a CEO as a destination for creating change.
If you long to create an impact and aspire to lead an organisation, consider what it takes to lead thousands of employees and be great at it.
Consider in which pathway your potential leadership impact lies.
People who are naturally drawn to this instinctively rethink systems, processes, and reporting structures. They have a fixer mindset and can persuade and motivate others to exceed expectations.
These leaders start this pathway by identifying purpose-driven leaders, reading their books, watching their speeches and videos. They notice how they frame problems and tell stories.
Professionals often think of career negotiation as bargaining over an offer package.
Although reaching agreement on pay and benefits is necessary, it is vital to think more broadly about your career to include opportunities for advancement.
Organizations may be very open to shaping negotiations during challenging or fast-changing times,
People often walk blind into a potential negotiation. They lack information on what is negotiable. It is vital to reduce vagueness and ensure that you get a fair opportunity.
Write down all the questions you have.
Find answers from talent professionals, a media search, or contact a professional on LinkedIn who can tell you more about the hiring manager.
Negotiating your role - the scope of your authority and your developmental opportunities - may benefit your career more than negotiating your pay. Negotiating your workload, responsibilities, location and travel requirements may be critical to advance professionally.
Keep your eye on larger objectives. Negotiate with the right parties about the right issues.
Negotiators frequently start their preparation focused on the opportunity right in front of them, such as a job offer.
Instead, consider your short- and long-term goals, then work backwards from those objectives to define the next steps you want to take. Include quality-of-life and professional considerations.
As you try to reduce ambiguity, you will think of people who might give you information, advice, or social support. Also, figure out who will speak up in favour of your proposal.
Talk to key stakeholders individually to get their feedback and input. It enables you to explore people's interests and concerns and incorporate their ideas into your game plan. If you're concerned about appearing conniving or manipulative, explain that you're seeking input on an idea you have.
There will be false starts and reversals. Maximise the odds of your success by setting targets for yourself that are specific and realistic. Negotiations often fizzle out because larger goals become buried by everyday work.
Great careers are not made in a vacuum. You need work and life partners, and negotiation is at the heart of finding ways to realise your path.
Constraints are viewed as obstacles. The common wisdom regarding obstacles suggests that we have to remove all constraints.
We tend to believe that by getting rid of all rules and regulations, real creativity and innovation will start to emerge.
New research suggests that managers can innovate better by embracing and working with constraints, instead of viewing them as a hindrance to innovation.
When there are no challenges in the creative process, complacency comes in, and people tend to go for the most intuitive and easy ideas rather than investing in the development of better but difficult to implement ideas.
Managers may intentionally limit inputs by capping resources in corporate entrepreneurship projects, to motivate employees to challenge themselves and innovate.
Do not impose too many constraints, otherwise, employee motivation is hampered and creative ideas don't have breathing space.