How dual-career couples can stay on top of things at home

When you and your partner both have demanding careers, staying on top of things at home is a struggle. That’s why you have to be strategic about who does what. Make a list of household responsibilities, everything from unloading the dishwasher to picking up your kids after school. Next, categorise each item on the list as “loathe,” “don’t mind” or “enjoy.” Then assign tasks based on each person’s preferences. Divvying up the work this way can ease tensions and make sure both partners are contributing equally. If there are certain items that both of you loathe, outsourcing can be a helpful option. It’s also a good idea to have weekly or monthly check-ins to compare schedules, ask for support and shift responsibilities as needed. For example, if you know you’ll need to work late for a few days, your partner will have to pick up the kids. Just make sure to return the favour when your partner needs it.

(This tip is from “Finding Balance as a Dual-Career Couple,” by Amy Jen Su.)

Design off-sites that are actually useful

Off-site meetings can be great for team building and alignment, but often those benefits vanish when everyone returns to their day-to-day work. To make sure your next off-site has a lasting impact, define the specific goals you hope to achieve and how you will measure them. (Try completing this statement: “I’d be really happy if, by the end of the off-site, we... ”) Whatever you decide, let the goals influence who gets invited. If the purpose of your off-site is to have a discussion about fiscal year objectives, for example, a large meeting will be less effective. Be sure to write out an agenda. A good rule of thumb is to spend 45 minutes to two hours on each topic — and double-check that the agenda supports your goals. During the meeting, push people to think strategically about the bigger picture and tackle issues that daily operations haven’t been able to resolve. Then schedule check-ins to keep everyone accountable and on track once the off-site is over.

(This tip is from “6 Tips for Running Off-Sites That Aren’t a Waste of Time,” by Melissa Raffoni.)

Before you share bad news, think about your delivery

Many of us have to deliver bad news at work from time to time. Research shows that people hearing bad news do indeed “shoot the messenger,” which means you should be careful about your delivery. When you have to tell someone information they’ll find unpleasant, try to convey that you’re doing it to help them. For example, preface it with a statement like, “I know that what I’m about to tell you isn’t what you hoped to hear, but I wanted to let you know so that we can work together to find a solution.” If people sense your good intentions, they will be less likely to take their negative feelings out on you. And when you need to deliver negative feedback, try starting with some positive feedback, which can make the person more receptive. You might also say something like, “I’m telling you this because I see your potential and I want to help you grow.”

(This tip is from “Research Confirms: When Receiving Bad News, We Shoot the Messenger,” by Leslie K. John et al.)

How often do you give employees feedback?

Despite how important feedback is for employees’ development, some managers don’t like to give it. That’s a problem, because when people aren’t getting feedback, they start to wonder why. They may think that as long as they aren’t creating problems for you, they’re doing okay. But employees need to know how they are performing, both the

good and the bad. Otherwise they might just keep their heads down and stay out of your way — which won’t help them take risks or

be proactive about solving problems. Employees who aren’t getting feedback may also worry that you think they can’t improve. Teams need psychological safety to be at their best, and in order to feel safe, people need to know their boss is invested in their success. Giving feedback shows that you are. Set high expectations for your team by regularly talking with people about where they can grow. The simple takeaway here? If you don’t give your employees much feedback, change your ways.

(This tip is from “The Assumptions Employees Make When They Don’t Get Feedback,” by Deborah Grayson Riegel.)

Published in Dawn, The Business and Finance Weekly, August 19th, 2019