Use conferences to inspire yourself

Going to conferences can be a terrific perk, but it can make you feel that you have to prove your attendance was worth the time and money. Some people try to bring back as much knowledge and as many contacts as possible; others spend hours writing up a conference report for their boss and colleagues. But if you’re too focused on proving the conference was a good investment, you may forget to make the most of it in the first place. So instead of trying to be a ‘super attender’, simply focus on learning something new and meeting a few people you wouldn’t have otherwise. The point of getting out of the office is to recharge your batteries. Use your time to explore things that excite you and to attend the panels and talks that you’re interested in — even if they aren’t necessarily the ones you ‘should’ attend.

(Adapted from It’s OK if Going to a Conference Doesn’t Feel Like Real Work, by Karen Dillon)

Don’t do team’s work

One of the most common stumbling blocks for new managers is failing to set the right boundaries in their new job, especially around who is responsible for what. When you become a manager, your job changes from being an individual contributor to leading a team. Where once you were tasked with producing high-quality work yourself, now you have to support your team while they produce it. Making that transition isn’t easy. But even if doing everything yourself seems faster, you have to resist the urge. Managers have big-picture responsibilities. When you do your team members’ work for them, they don’t learn anything. So have a frank talk with your team about your expectations. Make sure they know you’ll support them — but their work is their own.

(Adapted from First-Time Managers, Don’t Do Your Team’s Work for Them, by Ron Ashkenas)

Do 3 things every day

Most new managers find that they rarely end a day having done what they planned to do. They spend most of their time solving unexpected problems and making sure work gets done. But there are three essential things that managers should be doing every day: building trust, building a team and building a network. These are not discrete tasks for your to-do list; you can accomplish them through the ways you assign, review and guide your team’s work. Build trust by asking questions, offering suggestions and expressing concern for your employees. Build a team by using problems and crises to remind people of the team’s purpose and values. Explain your decisions in terms of what’s important for the team. And build a network with people outside your group — and encourage your team to do the same.

(Adapted from 3 Things Managers Should Be Doing Every Day, by Linda A. Hill and Kent Lineback)

Change bad habits

Changing a habit doesn’t have to take long, but it’s hard. Really hard. But when it comes to counterproductive habits like arguing, self-criticism or blaming others, turning our knee-jerk reactions into something healthier and more productive is essential. The first step is to be aware of your reactions. You can’t change something if you don’t realise you’re doing it. Think about what kinds of things set you off, then consider the series of warnings signs that precede them. Next, think about where you can recognise and cut off the warning signs, stopping the series from continuing forward. The earlier you can stop yourself, the better — and the more you do it, the easier it will become. Try simply taking a breath to give yourself a few moments to calm down. Finally, work on something healthier.

(Adapted from Quash Your Bad Habits by Knowing What Triggers Them, by Peter Bregman)

Know how to work for a younger boss

Part of your job is to support your boss, but that feels tricky if your boss is younger than you. How do you put age aside? How do you keep ego from getting in the way of the relationship?

— Reflect. If you’re bothered by your boss’s age, ask yourself what’s really bothering you. Do you want his job for yourself?

— Don’t buy into stereotypes. Instead of dwelling on your differences, focus on what you have in common. Avoid pigeonholing your boss’s entire age group, and steer clear of broad generalisations.

— Show respect. Your boss may feel uncomfortable or intimidated by your level of experience, so be humble. Recognise that you and your boss both have skills to contribute.

— Aim to be a partner. Your goal should be to work with your boss as a peer. Experience gives you credibility, so use it to be helpful and to provide information and counsel.

(Adapted from When Your Boss Is Younger Than You, by Rebecca Knight)

Published in Dawn, Business & Finance weekly, February 1st, 2016