How To...

Published September 15, 2014
A man walks by a banner that reads in Spanish  ‘Argentina or vulture funds’ outside Congress in Buenos Aires, Argentina, on Wednesday. Congress is expected to vote on a bill, that if approved, would allow Argentina to pay creditors locally, sidestepping the US financial system to avoid US court jurisdiction.—AP
A man walks by a banner that reads in Spanish ‘Argentina or vulture funds’ outside Congress in Buenos Aires, Argentina, on Wednesday. Congress is expected to vote on a bill, that if approved, would allow Argentina to pay creditors locally, sidestepping the US financial system to avoid US court jurisdiction.—AP

Be heard at your next meeting

Many people who sit through meetings struggle to be heard. Here are three things you can do to conquer your next meeting.

Master the ‘pre-meeting.’ Much of the work can happen at these ‘meetings before the meetings,’ where people meet early to connect, throw ideas around, garner support and clarify the true purpose of the meeting. Participating in these makes it easier to join the conversation later.

Prepare to speak spontaneously. Collaboration and decision-making happen through conversation, not formal PowerPoint presentations. If you’re uncomfortable speaking off the cuff, write down what you want to say ahead of time.

Keep an even keel. Use active, authoritative language that shows you’re taking ownership of your ideas. Don’t give in to sarcasm or curtness when you’re frustrated.

(Adapted from Women, Find Your Voice, by Kathryn Heath, Jill Flynn and Mary Davis Holt)

Focus on choices when making strategy

When crafting strategy, companies too often get mired in analysing the problem. But to compete, a company’s leaders must make choices - about what it will and won’t do, whom it will and won’t serve, and where it will and won’t devote resources. If your strategy process has stalled, stop focusing on the problem and identify the choices you need to make. For example, your problem may be that your manufacturing plant is inefficient and unproductive, but the choice you have to make is whether you will invest $500m to retrofit it or shut it down. This makes an abstract conversation more concrete and focuses on how you might solve the problem.

(Adapted from the Playing to Win Strategy Toolkit)

Not stop learning once you hit the C-Suite

How can you thrive in a rapidly changing market? By continuing to learn and develop new skills even once you hit the C-suite. Here are some ways to start:

Self-assessments. Honest self-scrutiny can show you where you may be falling short and what skills you need to develop.

Feedback and mentoring. Always ask your team, peers and boss how you can be better. And don’t be afraid to ask someone whose career you admire for advice or regular mentoring.

Formal education and developmental assignments. Executive education gives you access to new practices and a global network of contacts. Accepting job assignments outside your area of expertise can also expose you to new ideas, new markets and disruptive technologies.

(Adapted from Keep Learning Once You Hit the C-Suite, by Boris Groysberg)

Recognise when you’re being passive-aggressive

When was the last time you didn’t share your honest opinion when asked? Or the last time you got upset with someone and didn’t let the person know why? Or maybe you procrastinated on an assignment because you didn’t see the value in it. It’s hard to recognise our own passive-aggressive behaviour, but if we don’t confront it, it breeds mistrust and erodes our credibility. First, identify what drives you to be passive-aggressive. Understanding the underlying cause (maybe a fear of failure, or rejection, or conflict) allows you to address it head-on. Then be honest with yourself about what you really want: What do you truly think or really want to say? What outcome are you hoping for? Think about how to express those desires in a direct, respectful way. And finally, get input from others to see if you’re improving.

(Adapted from Signs You’re Being Passive-Aggressive, by Muriel Maignan Wilkins)

Think about inclusion, not just diversity

Creating diversity at work isn’t enough. You also need to foster inclusion, so all people feel valued. When employees feel welcome, they’re more likely to be engaged and participate in decision-making. To promote inclusiveness in your organisation:

Don’t gravitate toward similarity. Curb this tendency by asking: Who is getting hired and promoted? Whose opinions have I left out? Am I building relationships with people who are different from me?

Reduce subtle biases. Minority groups can often be excluded from important conversations or judged more harshly. Make sure everyone has access to training, professional development, networks and important committees.

Encourage difference. Out-group employees sometimes conform to fit in, negating the positive impact of diversity. Seek out different opinions and ask them, “How can we leverage your unique perspective more effectively?”

Bring everyone into the conversation. Don’t leave out employees in the majority group. Explain why change is necessary and make everyone accountable.

(Adapted from Diversity Is Useless Without Inclusivity, by Christine M. Riordan)

Published in Dawn, Economic & Business, Sep 15th, 2014

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