Learn skills you will need

You know it’s important to your career to keep learning new skills, but how do you know which ones to focus on? Start by looking at recent job postings from the top companies in your industry. Notice which qualifications keep popping up; the most common skills are probably the most essential. Next, reach out to people in your network who have a job you may want someday. Ask them what they’ve been learning to succeed in their roles. For example, if you want to know which skills and technologies are valued in sales, talk to some high-level salespeople. Also ask these experts whether they can recommend courses or other materials. And don’t feel intimidated about reaching out: Most people are happy to share this information, either because they like helping others or because doing so reinforces their expertise.

(Adapted from “4 Habits of People Who Are Always Learning New Skills,” by Mike Keho.)

Use empathy for a better meeting

No one wants to hold a meeting that everyone dreads going to. If your meeting falls into that category, try using empathy to plan it better. Start by putting your agenda aside and asking two questions: 1. who is going to be in the room, and what are their needs? 2. Who won’t be in the room but will be affected by the meeting, and what are their needs? Then seek out people from both of those groups. Ask them what they hope to get out of the meeting and what an ideal outcome would be. Even if you run regular meetings with the same group of people, checking in like this can build trust, surface hidden issues, and ensure that participants feel invested. Doing this for every meeting may seem onerous, but with practice you can learn to do it in less time.

(Adapted from “Plan a Better Meeting with Design Thinking,” by Maya Bernstein and Rae Ringel.)

Get honest feedback

Many leaders have a fatal flaw: a weakness so pronounced that it can hamper their career progress. But this type of flaw is hard to see because it’s usually connected to what you don’t do — it’s the listening you didn’t make time for, or the strategic vision it never occurred to you to describe. To figure out your fatal flaw, find someone who will tell you the unvarnished truth. Whether it’s a close friend, a coach, or a therapist, tell them that you genuinely want honest information about your major shortcomings. If they begin to convey the truth in a cautious, tentative way, encourage them to open up and not hold back. Ask questions that show you’re curious rather than defensive. Your reaction will determine whether they share the complete story. And be sure to ask about the effect your flaw has on the organisation.

(Adapted from “Most Leaders Know Their Strengths — but Are Oblivious to Their Weaknesses,” by Jack Zenger and Joseph Folkman.)

Do you need that recurring meeting?

Whether they happen weekly, monthly, or quarterly (or even daily), recurring meetings are often a waste of time. To know whether yours are worth keeping, consider a few factors. First, make sure the meeting has a clearly articulated reason to exist. Ask yourself, “If we cancelled this meeting, who besides me would care?” Second, determine the right cadence. It may seem obvious, but a meeting’s frequency and length must align with its purpose. For example, teams and task forces governing near-term priorities will need to meet more frequently for shorter amounts of time, while those focused on longer-term priorities should meet less often for longer amounts of time. Finally, figure out the right composition of attendees. Don’t let hierarchy decide who shows up; only those who have something specific to contribute should be included.

(Adapted from “How to Fix the Most Soul-Crushing Meetings,” by Ron Carucci.)

Help process strong emotions

Sometimes a colleague has a strong emotional reaction to something, whether it’s about a struggling project, negative feedback, or a brewing conflict. You may be tempted to keep your distance, hoping that things will blow over, but it’s better to proactively be there for your colleague. Offer to sit in a quiet room with them and hear them out. Empathise with what they’re experiencing and validate their feelings. Your goal is to help the colleague calm down and get perspective on the situation. Ask questions that allow them to share their emotions and make sense of the situation. Point out where they might have acted rashly, and encourage them to consider the issue. Then help them decide appropriate action.

(Adapted from “Good Mentors Help You Work Through Strong Emotions,” by Wendy Murphy.)

Published in Dawn, The Business and Finance Weekly, June 25th, 2018