Enlist your team in solving an intractable problem

If you and your team are facing a chronic challenge, you might be tempted to take control and vehemently argue for the solution you think will work, or to offer ideas indirectly and let your team take ownership of the issue. Neither of these extremes is optimal. Instead, try an approach that combines conviction and openness — that way others can come up with solutions that build on your best thinking. With your team, talk about the persistence of the issue, what solutions have failed, and why. Explain that you want them to choose the solution with you. Make it clear that you are looking for new ideas, not a defence of failed solutions or rehashed versions of what you’ve already tried. Build a set of measurable criteria with which you can evaluate options. Admit any biases you have for particular solutions, and ask the team to treat those ideas no differently than their own. Rate all ideas, including yours, against the established criteria — and most important, be open about the assumptions underlying your views.

(Adapted from “Stress Leads to Bad Decisions. Here’s How to Avoid Them,” by Ron Carucci.)

Make work meaningful for freelancers

It’s your job as a manager to make work meaningful for the members of your team. But what about the freelancers with whom you work? Here are a few ways to motivate freelancers:

— Before the freelancer even takes the job, ask ‘what are the conditions for you to do your best work?’: You may be surprised to learn that even a small amount of flexibility will go a long way, for example.

— Provide opportunities for job sculpting: The concept, introduced by Timothy Butler and James Waldroop, allows people to make small changes to a role or assignment to better tap into an individual’s skills, experiences or work preferences so that they stay engaged. For example, for freelancers who are advancement-focused, the chance to publish their results or to talk at a conference may make the difference.

— Check in and offer feedback: In addition to providing freelancers with positive and constructive input on their performance, managers should also ask about the freelancer’s satisfaction with the project and the team. A useful question might be: “How well are we providing the conditions — the environment and relationships — for you to do your best work?”

(Adapted from “Make Work Meaningful for Your Freelancers, Too” at HBR.org.)

Encourage your team to bring you problems — just not complaints

“Bring me solutions, not problems.” Many well-meaning managers have said it, intending to keep employees from simply complaining about work issues. But employees can take it to mean they should cover up an issue if they don’t have a way to fix it. So it’s better to tell your team to bring you problem statements. Complaints are usually stated in absolutes, such as always and never, and point the finger at someone else: “Group Blue never hits their deadlines, and we’re always left holding the bag.” Problem statements, on the other hand, provide objective facts and reveal everyone’s role in creating the problem: “Group Blue has missed deadlines four times. In two cases we were also unprepared. In the other two cases we had to work weekends because of Blue’s late work.” It’s far easier to address a detailed, balanced account of a problem than a complaint.

(Adapted from “The Problem with Saying ‘Don’t Bring Me Problems, Bring Me Solutions,’ ” by Sabina Nawaz.)

Don’t let stress turn you into a jerk

When you’re under intense stress, it’s normal to have a short fuse. But don’t take your stress out on whoever happens to be nearby — whether it’s your assistant, family members or direct reports. Making them bear the brunt of your frustrations will strain your relationships and hinder your resilience.

Even if what’s stressing you out is out of your control — an intense workload, changing regulatory requirements, a market slowdown — how you treat other people isn’t. Next time you’re under pressure, and you’re tempted to raise your voice, take a deep breath and remember not to direct your frustrations at people who don’t deserve it. See your colleagues and family members as the allies they’re trying to be.

(Adapted from “The Better You Know Yourself, the More Resilient You’ll Be,” by Ron Carucci.)

Published in Dawn, The Business and Finance Weekly, March 5th, 2018