When delegating, make accountability clear

The next time you delegate something, be explicit about which of these three roles the accountable person should play:

— Issue owner. In this role, the person has complete control over the decision. A full team may be assigned to help, but the issue owner can make the decision however she chooses.

— Team coordinator. The person is an equal member of the team, with the added responsibility of logistics, such as scheduling. She’s responsible for ensuring that there is a discussion, but she isn’t responsible for the outcome.

— Tiebreaker. This person doesn’t have the absolute authority of an issue owner, but she’s more than just a coordinator. She’s responsible for helping the team reach a decision: In the absence of consensus, she makes the final call.

(Adapted from To Hold Someone Accountable, First Define What Accountable Means, by Bob Frisch and Cary Greene)

Not let customers pressure you into giving them a discount

When a customer knows that you can’t afford to lose them, they’ll often try everything in their power to wring out cost savings. But don’t give into the pressure. Change the tenor of the conversation by focusing on the value you create for them. Ask which features or services they’d be willing to give up to get a lower price. Doing so will move the conversation away from haggling and toward a productive discussion about what they really value. And don’t get rattled if your customer goes quiet, stops returning phone calls and ignores you. Silence is a powerful negotiation tactic; don’t let it push you into giving a revenue-destroying discount.

(Adapted from Negotiating With Clients You Can’t Afford to Lose, by Reed K. Holden)

Get over your resistance to having difficult conversations

You can’t be an effective leader if you’re unwilling to have tough conversations from time to time. Here’s how:

— Shift your mindset. Don’t think of it as a difficult conversation; see it as an opportunity. More often than not, tough discussions can actually strengthen personal bonds.

— Regulate your emotions. You’re likely to be scared, anxious, even angry. Allow yourself to feel those feelings, but then focus on the task at hand.

— Be direct. Say what you need to say directly and honestly, while also expressing compassion.

(Adapted from What’s Worse Than a Difficult Conversation? Avoiding One, by Deborah Rowland)

Managing a cross-cultural team requires setting clear norms

Managing a multicultural team can be tough. Communication styles vary, and there may be differences in conventions around time, giving feedback and disagreeing publicly. To overcome these differences, set clear norms and stick to them. Start by taking into account what will work best for your team as a whole. Be aware that there may be team members who find it harder to meet certain expectations because of their cultural backgrounds. For example, if you have established that team members must arrive at meetings exactly on time (Western-style punctuality), you’ll need to reinforce that norm consistently across the group and remind non-Westerners why being on time matters.

(Adapted from How to Build Trust on Your Cross-Cultural Team, by Andy Molinsky and Ernest Gundling)

When expressing gratitude, don’t focus on yourself

When we express our gratitude to others, we have a tendency to talk about ourselves when we should be thinking about them. Often when we get help and support, we want to talk about how the favour made us feel. But expressing gratitude shouldn’t be all about you. Helpers want to feel understood and cared for, which is difficult for them to do if you won’t stop talking about yourself. So the next time you thank someone, try ‘other-praising’ instead. Acknowledge and validate your benefactor’s actions: “You go out of your way ...” or “You’re really good at ...” Doing so will strengthen your relationship with that person.

(Adapted from Stop Making Gratitude All About You, by Heidi Grant Halvorson)

Published in Dawn, Business & Finance weekly, September 26th, 2016