This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Handle confidential information with candor and care to build trust It can feel like a trap. Someone asks you a direct question about confidential information. In all these scenarios, there are sound ethical reasons for the information to remain secure. 1) “I protect sensitive information. Maybe it’s a personnel matter.
When Managing Up, Don’t Bring Data Without a Point of View When your manager asks you for information, don’t just answer their question. To get better at managing up, ask yourself three questions that will turn information into influence. Your manager asks you for information. Have a perspective. Quick or detailed?
No More Vague Reports: How to Give Useful Information (September 2024) As is with many of our articles, we wrote this one in response to a frustrated CEO, asking to help us fix this problem with his team. If you want better information, create clarity and ask for exactly what you need.
Help your team turn data into action by teaching them how to present useful information Tired of sitting through endless PowerPoint presentations that never answer your question? Help your team provide more useful information and drive clear decision-making by asking yourself three questions. How will you use the information?
Speaker: Francoise Tourniaire - Founder of FT Works, Omid Razavi - Chief Advocacy Officer at SupportLogic, and Gregory Walker - Senior Product Manager at SupportLogic
Couple that with a potentially volatile economy and it's clear that organizations must invest in innovative approaches if they want employees who are engaged and informed enough to significantly improve the customer experience and eliminate the high costs associated with agent attrition.
Suggest adding a few minutes in meetings for informal connection (see a list of Compassionate Conversation Starters) Bring small, practical habits into daily work like recognizing colleagues for wins. Offer to HelpAnd Bring the Team Together One of the best ways to soften a tough boss? Create an environment where connection naturally happens.
Learn practical strategies to present information that adds value instead of confusion. Common Mistakes When Managing Up [00:00] – Kicking off the episode with a key insight: when your manager asks for information, don’t just answer the question—influence them more effectively by offering your perspective and adding value. [01:27]
Theyre flooded with information , juggling priorities, fighting fires, and moving fast. The reason begins with how people build memories and retain information. Recall One way we strengthen memories and retain information is by accessing it. People process information differently, and they need repetition to absorb it.
Studies show that handwriting activates different areas of the brain that help you process and retain information better. The Power of Writing It Down One of the most powerful ways to reinforce this mindset shift is to physically write it down. Not on your phone, not on a laptop with a pen and paper. What do you want to happen?
Speaker: Stela Lupushor, Founder, Reframe.Work Inc.
In this exclusive webinar with Stela Lupushor, you’ll learn how to do all of the above, and you’ll also walk away with new perspectives on: Evolving employment value proposition: exploring the changing social contract between employees and employers, and ways organizations can redefine the value exchange Workplace experience: rethinking the workplace (..)
Over-sharing confidential information. Authentic leaders know which information and actions will truly serve their customers, team, shareholders, strategic partners, and their broader network of peers. What to do instead: Before sharing information, consider what you want your receiver to think, feel or do as a result of your sharing.
Keep information to yourself. This means removing roadblocks, supporting them, giving them the information they need to make effective decisions, and helping navigate relationships with other teams. How often is your team waiting on you for information, your opinion, or a decision? You may need to give the team more information.
It wasn’t until I completed trauma-informed coach training that I understood how much I was missing. While I’m grateful to better serve my coaching clients now, I recognize that my trauma-informed coaching experience puts me in the minority among coaches. This is where trauma-informed training for coaches becomes essential.
Your team may have vital information, solutions, or ideas that would make a tremendous difference – if you only knew what they were thinking. Your team may have vital information, solutions, or ideas that would make a tremendous difference – if you only knew what they were thinking.
Speaker: Tim Buteyn, President of ThinkingKap Learning Solutions
This publication is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP® This program is valid for 1 PDC for the SHRM-CP® or SHRM-SCP® For more information about certification or recertification, please visit www.shrmcertification.org.
You’re smart, informed, and know your work backward and forward. You’re smart, informed, and know your work backward and forward. But sometimes, being “right” stops you from being effective. The post When Being Right Frustrates Your Leadership appeared first on Let's Grow Leaders.
You got together to solve a problem, make a decision, or share information, and when the meeting ends, it’s time to do something. Teams require trust, and that’s built only through time spent together, solving problems, making decisions, and learning how everyone operates, sees the world, and shares information. Outcome: Relationships.
Schedule time each week (or daily) for informal recognition. Informal recognition doesn’t need to take long. Schedule time each week (or daily) for informal recognition. Set up systems and people to help you, even with your informal employee recognition. Keep track of who you’ve appreciated and how.
Dont Just Attach 37 Spreadsheets and Run) If youre sharing data, provide a summary, key takeaways, and an informed opinion. Related Article: How to Get Your Team to Stop Sending You Frustrating Email Communication No Data Without Context (a.k.a. No one has time to decode raw numbers without context. I recommend we look into X.
Speaker: Chester Santos – Author, International Keynote Speaker, Executive Coach, Corporate Trainer, Memory Expert, U.S. Memory Champion
You will discover your mind's untapped potential, which will enable you to recall information such as names, numbers, presentations, instructions, proverbs, foreign languages, software commands, technical terms, laws, statutes, training material, and even more.
Mastering Leadership Communication: The Five by Five Strategy [00:00] Why Your Messages Get Lost With competing priorities, digital distractions, and information overload, your communication might not be getting through. Hit play now to master a strategy that keeps your team aligned, engaged, and focused on success.
The informal exchange of […]. One of the most frequent concerns we hear from leaders and teams (where remote-work is the foreseeable norm) is the lack of a virtual watercooler. That metaphorical place where people exchange ideas, build connections, and spontaneous innovation thrives.
Clarify what kind of meeting youre having Be clear whether its an informational meeting or a decision-making/problem-solving sessiondont mix the two. Get the right people in the room Invite the smallest group of stakeholders necessary to make the best decision, ensuring diverse perspectives and relevant input.
You have information they need. By communicating effectively, you’re not just passing along information; you’re advocating for your team, your customer, and for the success of the project. When you lay out the implications of decisions and suggest alternatives, you do more than share information—you guide it.
Speaker: Caitlin MacGregor, CEO and Co-Founder of Plum
Drawing on her experience and industry expertise, Caitlin MacGregor will demonstrate how the predictive science of I/O psychology and scalable technology can inform enhanced talent decisions. Caitlin will explore how predictive science helps organizations engage, attract, and retain high-performing talent.
Because in the rest of our lives, we’re getting information in […]. You don’t. I don’t. And neither does your team. Oh sure, we used to tolerate it. But now we know better. The post How to Stop Your Internal Communications From Being So Boring appeared first on Let's Grow Leaders.
Now, if they tell you “no, I don’t understand,” that is better in the sense that now you have new information. As you hear them summarize in their words, you’ll know what they know and where they are missing critical information. Whether you check for their understanding or your s, now everyone has the same information.
Make information accessible. When a manager is struggling to think like an entrepreneur, it’s often that they don’t have access to the information they need to be resourceful. .” And that you’re communicating your strategic priorities and what matters most at least five times, five different ways. .
Like a catchy song, hearing the same information repeatedly can make it impossible to forget. Recall Recall is all about accessing information. When your team members have to recall information to answer questions or do their work, they are more likely to retain it.
Sign up for this amazingly informative webinar and take the first step towards creating a more secure, informed, and empowered workforce. Increased Engagement: Learn how to turn the "cybersecurity struggle" into a seamless and engaging experience for your employees. Webinar Date & Time: June 12th @ 1:00 PM EDT
Gather Information with Three Quick Questions. Gather Information with Three Quick Questions. Once you’ve acknowledged the person’s feelings, your next step is to get more information. After you ask these three questions, you will likely have enough information to diagnose the situation. 6 Ways to Deal with Team Conflict.
09:48] – Gathering Key Information Discover three essential questions to uncover the root of the issue and begin resolving conflict effectively. Steps to Resolve Conflict and Build Stronger Teams [08:54] – Reflect to Connect Acknowledging emotions is a key step in conflict resolution. Questions like, What do you want me to know?
Can everyone find the information, tools, and data they need to do their work? Respect Confidentiality: Build trust with appropriate discretion and privacy Habit: I protect sensitive information. When you can’t share information, be honest about it. A little organization will help everyone work more efficiently.
23:27] Organizational Transparency for Better Decisions Understand why overcommunicating goals and sharing critical information is vital for engaging your team and supporting their growth. [27:25] 16:20] Checking for Understanding Master the skill of ensuring alignment with your team through simple but powerful communication techniques. [18:32]
Speaker: Colin Taylor, CEO & Chief Chaos Officer at The Taylor Reach Group, Inc
Join us for this informative webinar and you will learn how: AI is automating low-complexity tasks. The aim of a script has always been to assist and help the agent, and technology has enabled many agent assist capabilities, such as real-time sentiment analysis and collaborative or dynamic scripting.
Avoid making yourself a choke point for decisions by ensuring people have the information and criteria they need to make an effective decision. Provide Context for Decisions When you begin a discussion, empower your team by giving them the information that’s relevant to the decision. Other times, this question will provide clarity. “Oh,
First, Respond With Regard through gratitude, information, and an invitation to keep contributing. Here’s some additional information you might not be aware of. Have you considered _ (add additional information here). Thank you so much for your suggestion. Considering that, I wonder what additional ideas you might have?
Most definitions of managerial courage involve speaking with candor, being willing to act with incomplete information, timely decision making, and addressing performance issues. The best way to gain confidence speaking up and other small acts of courage is to experiment with getting out of your comfort zone, one mini-brave act at a time.
Start your conversation with two vital pieces of information. You also empower your people to be more influential because when they know who owns the decision, they also know how to share their information. Mistake 1: Combining “Where are we going?” ” conversations with “How will we get there?”
Research Objective : If not all the relevant information is provided, gather more from the client. What topic are we looking at today? What is the core issue we need to address? Can you share more? What makes this important for you? Establish short-term or long-term goals. Set priorities and timelines.
Find, develop and encourage informal influencers. In addition to your direct report team, if you want to scale your leadership, seek out (and build relationships with) the informal opinion leaders and change agents on your team. Find, develop, and encourage informal influencers. Teach your team how to think.
” Typical passive-aggressive coworker behaviors include things like: Snarky comments Bitter, critical, or demeaning humor Withholding information Backhanded compliments Sabotaging your success by failing to meet a commitment Please, Don’t Say This to Your Passive-aggressive Coworker. “Is this a big deal?”
” More here: Managing Up: Turning Information into Influence with Your Boss Make It Easy for Your Disengaged Boss to Brag About You Sometimes, your boss does appreciate your workthey just dont think to mention it. Try this: “Ive been working on [insert key project], and I know how important this is to [company priority].
More information on our development discussion planner here. An important part of many of our longer-term leadership development programs is to ensure that managers have a robust development plan in place for every team member. Ask your employee to reflect on both their current and desired future roles and answer the following questions.
We organize all of the trending information in your field so you don't have to. Join 36,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content