Why Great CEOs Roll With The Punches

By Tom Bell 

Every day we see or read about superb acts of leadership. The ones that occupy an indelible place in our minds are often characterized by unexpected high-pressure, traumatic conditions and courageous acts taken within a very limited amount of time—a cabbie delivering a baby, a mayor calming a city after one of the worst terrorist attacks in the history of mankind, a pilot making the call to land a powerless 65 ton piece of steel on a river in the middle of a major metropolis or a primary school teacher protecting her class from a gun-wielding madman.

With the exception of tampered product recalls, oil spills or factory explosions, these types of trials never face the captains of industry. Am I implying that leading a business enterprise is easy? Not in the least. But in the context of taking charge and leading human beings during major or minor crises, every chief executive is blessed with the luxuries of time, subordinate counsel, years of related experience and knowhow imparted by pundits in thousands of books, journals and case studies.

So, why do 21st century CEOs continue to struggle in their roles as leaders of a business enterprise? Consider this: Only two years ago the average tenure of a CEO in America was 8.4 years, down from 10.0 years in 2000. According to The Conference Board report, dismissals were on the rise because of increased accountability of directors and a greater scrutiny from shareholders and activists.

The Conference Board suggests that the pressure of serving as the CEO of a large company in an increasingly competitive global marketplace has resulted in voluntarily shorter tenures, implying that CEOs are leaving on their own terms after fewer years on the job. This is a case of “jump” before you are “pushed.”

Is the tenure problem leadership itself, impatient shareholders, uncontrollable external factors or a combination of all three? Blaming shareholders is a cop-out. The moment shareholders lose confidence in their chief executive, he or she is toast.

A critical role of an organization’s leader is to generate and communicate business progress to all stakeholders. Sometimes that headway doesn’t show up on the profit line of the income statement. Progress may be represented by top-line sales, market share, productivity, innovation, new product launches or expanding distribution. These factors can be the determinants of the organization’s strategic well-being.

Strategic health ultimately results in profit. But profit can also be the worse indicator of a company’s strategic health. Look at any business with increasing profits and declining or stagnating sales; below the shining profit façade is a deep-rooted problem.

In judging CEO performance, there is no place for the uncontrollable factor. Chief executives are paid handsomely to deal with sick economies and currency fluctuations. CEOs aren’t expected to change the world, but they sure as hell can affect how their companies deal with negatives that ostensibly are beyond their control.

Over my 17-year career in the North American coffee business, I must have dealt with three or four Brazilian frosts that pushed the price of coffee futures through the roof. Most of the lessons learned were from the errors the executive team made in the first frost that almost put us out of business. After that calamity, we altered our course to make the best of a difficult situation and always came out of the frost in much better shape than our competition. You do not throw your hands in the air and tell the shareholders to wait for prices to stabilize.

Back to my question—who is to blame for lackluster CEO performance? Though I have no statistical evidence to support my theory, I place most of the blame on leadership itself. Great leadership begins in the interview process. Those keen to secure the job and the big paycheck over-sell and over-promise.

Astute leaders establish the right expectations and continue to manage those expectations in the battlefield. These CEOs deal with uncontrollable issues as the norm, and they have a better shot at a longer tenure—if they want it.

In the late 19th century, someone said, “When the going gets tough, the tough get going.” Today’s successful CEOs have little choice but to walk that talk.

4 Questions Great Interviewers Ask

By Jeff Haden via ceo.com

Most job candidates feel interview questions can be decoded and hacked, letting them respond to those questions with “perfect” answers.

Guess what: They’re right, especially if you insist on asking opinion-based job interview questions. Every candidate comes prepared to answer general questions about teamwork, initiative, interpersonal skills, leadership, etc.

Interviewing is an imprecise process, but you can improve your ability to evaluate candidates by asking interview questions that elicit facts instead of opinions. Why?

I can never rely on what you claim you will do, but I can learn a lot from what you have already done. Where employee behavior and attitude are concerned, the past is a reasonably reliable indication of the future.

So how do you get to the facts?

Ask. Ask an initial question. Then follow up. Dig deeper to fully understand the situation described, determine exactly what the candidate did (and did not do), and find out how things turned out.

Follow-up questions don’t have to be complicated. “Really?” “Wow… so what did he do?” ”What did she say?” “What happened next?” “How did that work out?”

All you have to do is keep the conversation going. At its best, an interview is really just a conversation.

Here are my four of my colleagues’ favorite behavioral interview questions:

1. ”Tell me about the toughest decision you made in the last six months.”

Goal: Evaluate the candidate’s ability to reason, problem solving skills, judgment, and possibly even willingness to take intelligent risks.

Red flag: No answer. Everyone makes tough decisions regardless of their position. My daughter works part-time as a server at a local restaurant and makes difficult decisions every night, like the best way to deal with a regular customer whose behavior constitutes borderline harassment.

Positive sign: Made a difficult analytical or reasoning-based decision. For example, wading through reams of data to determine the best solution to a problem.

Outstanding sign: Made a difficult interpersonal decision, or better yet a difficult data-driven decision that included interpersonal considerations and ramifications. Making decisions based on data is essential, but almost every decision has an impact on people as well.

The best candidates naturally weigh all sides of an issue, not just the business or human side exclusively.

2. “Tell me about a time you thought a decision was wrong, but you still had to follow directions.”

Goal: Evaluate the candidate’s ability to follow… and possibly to lead.

Red flag: Found a way to circumvent guidelines “… because I know I was right,” or followed the rules but allowed their performance to suffer. (Believe it or not, if you ask enough questions, some people will tell you they were angry or felt stifled and didn’t work hard as a result, especially when they think you empathize with their “plight.”)

Positive sign: Did what needed to be done, especially in a time-critical situation, then found an appropriate time and place to raise issues and work to improve the status quo.

Outstanding sign: Not only did what needed to be done, but stayed motivated and helped motivate others as well. In a peer setting, an employee who is able to say, “Hey, I’m not sure this makes sense either, but for now let’s just do our best and get it done…” is priceless. In a supervisory setting, good leaders are able to debate and argue behind closed doors and then fully support a decision in public even if they privately disagree with that decision.

3. “Tell me about the last time a customer or coworker got mad at you.”

Goal: Evaluate the candidate’s interpersonal skills and ability to deal with conflict. Make sure you find out why the customer or coworker was mad, what the interviewee did in response, and how the situation turned out both in the short- and long-term.

Red flag: The interviewee pushes all the blame — and responsibility for rectifying the situation — on the other person.

Positive sign: The interviewee focuses on how they addressed and fixed the problem, not on who was to blame.

Outstanding sign: The interviewee admits they caused the other person to be upset, took responsibility, and worked to make a bad situation better. Great employees are willing to admit when they are wrong, take responsibility for fixing their mistakes and learn from experience.

Remember, every mistake is just training in disguise… as long as the same mistake isn’t repeated over and over again.

4. “Tell me about the last time your workday ended before you were able to get everything done.”

Goal: Evaluate commitment, ability to prioritize, and ability to communicate effectively.

Red flag: “I just do what I can and get the heck out of there. I keep telling my boss I can only do so much but he won’t listen…. “

Positive sign: Stayed a few minutes late to finish a critical task, or prioritized before the end of the workday to ensure critical tasks were completed. You shouldn’t expect heroic efforts every day, but some level of dedication is certainly nice.

Outstanding sign: Stayed late and/or prioritized… but most importantly communicated early on that deadlines were in jeopardy.

Good employees take care of things; great employees take care of things and make sure others are aware of potential problems ahead of time just in case other proactive decisions make sense.

Keep in mind there are a number of good and great answers to this question. “I stayed until midnight to get it done” can sometimes be a great answer, but doing so night after night indicates there are other organizational or productivity issues the employee should raise. (I may sometimes be glad you stayed late, but I will always be glad when help me spot chronic problems or bottlenecks.) Evaluate a candidate’s answers to this question based on your company’s culture and organizational needs.

There are plenty of other behavioral questions you can use. Just know that when you stick to fact-based questions you quickly get past a candidate’s prepared answers; few candidates can bluff their way through more than one or two follow-up questions. Plus, you’ll easily identify potential disconnects between a candidate’s resume and their actual experience, qualifications and accomplishments.

And best of all you’ll have a much better chance of identifying potentially great employees, because awesome candidates tend to stand out during fact-based interviews.

Are You Making This Mistake at the End of Your Meetings?

By Fred Kofman

"Five frogs are sitting on a log. Four decide to jump off. How many are left? 
Five, because deciding is different than doing.”

Decisions are worthless … unless you turn them into commitments.

In a business conversation, your counterpart's decision states his intention, but a commitment holds him accountable. Although a commitment does not guarantee delivery, it’s far more reliable than a decision. More importantly, when managed properly, it allows you to handle breakdowns with effectiveness, trust and integrity.

Have you been in meetings where lots of decisions are made but nothing gets done andnobody is held accountable? Unless you finish the meeting with commitments about “who will do what by when,” you’ve just built 90% of a bridge.

Broken commitments damage tasks, relationships, and culture. They bring about inefficiencies, mistrust, and corruption. Coordination suffers, collaboration suffers, and cohesion suffers. You can avoid this suffering – if you finish every conversation with clear commitments.

Ask and You Shall Receive

Commitment conversations begin with a request: “Can you bring the financials to the meeting?” “Please ship the order to my new address.” Things can go off track at this early point, especially if you ask without really asking.

I once coached a production manager who was put on a performance-improvement plan for failing to meet a crucial deadline. Weeks before the date, my client figured he had to add a shift to finish the job on time. He needed approval from his boss for the overtime, but he didn’t want to ask. He had heard the plant manager complain that corporate was breathing down his neck about costs.

He decided to use a soft approach. During a staff meeting he mentioned that his project could really use a second shift. The plant manager acknowledged it was a tough deadline; he said he would see what he could do. The production manager believed he had gotten the much-needed help. He waited for his boss to call him after the meeting to implement the second shift, but to no avail. Disappointed, he assumed that a delay was better than a cost overrun. He finished the job late. Imagine his outrage when he got chewed out!

Like many of us, the production manager tried to ask without asking. His indirect approach avoided a confrontation, but it also prevented a frank discussion of the tradeoff between additional labor costs and the delay. As I described in my previous posts onschizorganization and discussing the un-discussable, it is impossible to preserve sanity at work without open communication.

The typical way to avoid making a clear request is to make a muddled one. Do you recognize any of these examples?

• It would be great if…
• Someone should…
• Do we all agree to…?
• Can you try to…?
• The boss wants...

To make a clear request you must utter it in the first person, using direct language and addressing it to a specific person. You must specify observable conditions of satisfaction, including time. It helps if you explain your purpose for asking, and, if and when you arrive at an oral contract, always ask the other sign it.

Although there are many ways to ask, the most effective ones follow a common pattern:

1. In order to get A (a want or need),
2. I ask that you deliver B by C.
3. Can you commit to that?

It may sound odd to ask like this; you can adjust your language to suit your culture. For example, the production manager might have addressed the plant manager as follows: “I am running behind schedule. I don’t see how to catch up without some extra help. In order to finish the job I need some overtime. Can you authorize a second shift for the next three weeks?”

Time to Commit

A well-formed request demands a clear response. There are only three possible answers:

1. Yes, I commit.
2. No, I decline.
3. I can’t commit yet because,
   a. I need clarification.
   b. I need to check; I promise to respond by X.
   c. I want to propose an alternative.
   d. I can make it only if I get Y by Z.

Anything else is a weasel promise. Here are some interesting ways by which people often say, “No, I don’t commit.”

• Yes, I’ll try.
• OK, let me see what I can do.
• Seems doable.
• Let me check into it.
• Someone will take care of it.

When you declare, “I commit,” you assume the responsibility to honor your wordunconditionally. You take on an obligation to deliver on your promise; or if you can’t, to do your best to take care of the requestor.

When you declare, “I decline,” you might still try to do what you were asked, but you don’t commit. You do not give the requestor the right to hold you accountable. It is much better to have a clear “no” than to get bogged down in a wishy-washy “I’ll do my best.”

There are many good reasons to decline. You may not have the resources; you may not have the skills; you may have a conflict with a previous commitment; you may anticipate problems; or you may just not want to do it.

When you are not ready to say “yes” or “no” right away, you may:

• Ask for clarification if the request is unclear to you. For example, if I ask you to help me with a project, you might ask, “What kind of help do you need?” or, “When do you need my help?”

• Promise to respond by a certain time if you need to check your resources, obtain commitments from others, or assess whether you can deliver to specifications. For example, if I ask you to prepare a report, you might answer, “Let me check if I have the information available. I’ll get back to you in an hour.”

• Counteroffer with alternative proposal to satisfy the need behind the request. For example, if I ask you to meet today, you might respond: “I am not available today. Could we meet tomorrow? Or if it’s urgent, we could speak by phone.”

• Commit conditionally if your commitment depends on factors outside of your control. For example, if I ask you deliver a rush order, you can commit to do it only if I authorize overtime.

Clear commitments don’t mean that everything will work out. Life is unpredictable, so even the most impeccable commitments can break down. In my next post, I will explain how you can preserve effectiveness, trust, and integrity even when you can’t fulfill your promise.

Do or do not ... there is no try.” -- Yoda

By Fred Kofman, PhD. in Economics, is Professor of Leadership and Coaching at the Conscious Business Center of the University Francisco Marroquín anda faculty member of Lean In. He is the author of Conscious Business, How to Build Value Through Values (also available as an audio program).

Are You Working on Your Business, or FOR Your Business?

by Gina Abudi

Too often, CEOs’ time is spent on everything but what it should be spent on — working on the business. Our tendency — especially for smaller to medium-sized businesses — is to do the workof the business in addition to trying to work on the business.

Certainly, there are good reasons for doing this in those very early years as you are trying to get the business off the ground and you have limited staff; but I’ve seen this occur even when the CEO has other executives on board to manage key areas of the business. Let’s assume for this article that the issue is not that you can’t tear yourself away from overseeing every part of the business, but rather, the issue is that you need to slice out more time in your day to actually work on the business.

Let’s look at some things you can do to be sure you are better able to manage your own time by delegating more effectively to others; and then let’s look at what you should be doing as the CEO.

Hire the right people. The people you hire to join your team — at any level of responsibility — must be “go getters.” While certainly training your employees is necessary, they should be individuals who are motivated to take on responsibilities and get things done without constant handholding or oversight.

Develop your employees — from senior leaders to individual contributors. Provide your employees with training and professional development opportunities. This may be anything from workshops to attending conference to participating in, or leading, strategic projects to help the business meet its goals.

Clear roles and responsibilities. Ensure that all employees have very clear roles and responsibilities. Too often, we do not provide clear roles and responsibilities to our employees. Without this information there is no clarity around expectations. Roles and responsibilities should include decision-making authority levels (for example, the ability to make a decision to refund an unhappy customer up to $x dollars.)

Autonomy to do their jobs. It’s hard to let go of aspects of the business — there is a feeling of wanting to be involved in everything simply because it is your business. But you need to learn how to let go. Provide employees autonomy to do their jobs. Set an end goal — they can get to the end goal as they see fit. Feel free to put parameters around how they get there if that makes you more comfortable; but there is no need (and certainly you can’t spend the time!) to tell an employee every step they need to take to get from point A to point C.

Now let’s discuss how you should be spending your time as the CEO.

Setting strategy for the organization and communicating vision. Your strategy shouldn’t be set once and then tucked away. You’ll need to revise your strategy on a regular basis to keep up with changes in the industry, with your competitors and to meet customer needs. Have key employees take the lead in updating components of your organizational strategy, with you being responsible for setting strategy and communicating your vision to them.

Being the spokesman for the organization. You are the face of the organization! On a regular basis you should be meeting with partners, vendors, customers and others to communicate your vision for the organization, understand the impression they have with your organization, and determine how to better serve their needs. This helps you in developing an appropriate strategy for the business.

Serving on boards. Serve on boards — whether for private companies or non-profits. Share your knowledge, be seen and establish strong relationships with other business owners.

Keeping up to date with the industry. Regardless of your industry, there are always changes to keep up with. Keep up to date with what is happening in your industry and others through conferences and industry events. By understanding what is happening in your industry you are better positioned to be prepared for when changes occur without being in reactionary mode.

Finding partners for the business. You should be looking at ways to grow your business and continue to find ways to serve your customers. On a regular basis, be on the look for partners, vendors and others who can help you in this endeavor. You’ll meet potential partners in a variety of places, including Chamber meetings, networking at Vistage CEO meetings and through conferences and industry events.

Keeping tabs on the global economy and its effect on your business and strategy. In today’s world just knowing what is going on nationally is not sufficient. Every business — no matter how small — is impacted by the global economy. On a regular basis know what is going on in the world around you, and consider how it may impact your strategy and business plans. Certainly through Vistage, Chambers of Commerce and industry groups you’ll be able to share information with others and plan for managing your business in a global environment.

The bottom line: You must be focused on your business — its strategy, vision, growth potential, partnerships, and products and services offered to meet the customers’ needs. You can only do this effectively if you are working on the business and not in the business. You set strategy and provide the vision; tactical operations are the responsibility of your employees.

Gina Abudi is president of Abudi Consulting Group, LLC; providing strategy around projects, process, people and technology to businesses of all sizes. Gina can be reached via her website, www.AbudiConsulting.com.

Social Media for Business - How to Use It; Why You Can't Ignore It

This month, Vistage San Antonio will host Dave Nelsen.  Dave is president of Dialog Consulting in Pittsburgh. His expertise is in helping senior executives develop strategies to enhance the conversations with their most important internal and external customers using proven social marketing and internet communication tools. He is an experienced podcaster, blogger, tweeter, Facebook, and LinkedIn networker.

In this entertaining and cutting edge presentation, Dave Nelsen provides a clear roadmap for the rapidly evolving world of social media and social networking. Linkedin, Facebook, YouTube, Twitter, and related services are changing the way the world communicates for personal and business. Nelsen explains the services, describes how and why to use them, and shares concrete examples of organizations creating new best practices for bi-directionally engaging customers.

Key issues covered include:

An overview of the important social media and social networking tools
The implications of transforming your communications "monologue" into "dialog"
Gaining visibility into what your customers and prospects are saying and thinking
The transformation of the web from "push" to "pull"

Members will leave an understanding of the transformative capabilities of social media and with tangible ideas to:
Improve sales using Linkedin and TweetDeck
Increase marketing effectiveness through Blogging and Facebook
Strengthen competitive advantage using Google and Twitter
Achieve better product design with interactive Podcasting and Ning
Realize higher customer satisfaction via GetSatisfaction
Improve internal communication using Really Simple Syndication (RSS)

4 Surprisingly Effective Things to Say

By Marla Tabaka via @inc

As the boss, you have to know it all and always be in the right. Wrong. Try these simple, yet powerful words to build trust and lead with integrity.

We all make mistakes, say the wrong things, and misjudge a situation from time to time. But not everyone will admit their errors, especially in a competitive environment.

Perhaps legendary leadership author and pastor John C. Maxwell said it best: "A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them."

I learned that very important lesson early in my career at NBC-TV.  As the assistant to the vice president of sales I reported to an amazing mentor who relied heavily on my judgment and diligence.  But on one occasion I had a terrible lapse in common sense and fell short of her expectations. I really screwed up.

Naturally, my boss was livid. She immediately called me on the carpet for my error in judgment. My defenses reared up; my fight or flight instinct screamed, "Fight to survive!" Thankfully, in a moment of sanity I took a more sensible approach. Here's what I said.

 I was wrong. I'm sorry. I know that I still have a lot to learn. Please let me fix it.

Apparently, this reply from a young, ambitious employee was far from expected. I will never forget the series of internal responses reflected in my boss's eyes:  surprise, confusion, acceptance, and something that may have been admiration. Whew! In that moment I knew I'd done exactly the right thing.

This experience taught me something I've carried with me through the years: a little honesty and humility go a long way in life.  It enriches relationships, prevents unnecessary confrontation, saves time, and builds trust. What could have destroyed my career instead earned the trust of a powerful and successful woman and opened the door to growth, learning, and many promotions over the years.

The next time your defenses are up you may find instant relief in one or more of these surprisingly effective, yet simple statements. Give it a try, the only thing you have to lose is a little ego!

I'm sorry.

A short and sweet apology lowers the levels of resistance and anger in the room. Diffuse the situation with these simple words. The conversation will become less stressful and a solution to your problem or challenge is more likely to surface.

I was wrong.

Admitting your mistake is cleansing. No need to defend yourself, no need to create a litany of excuses. How freeing! Admit it and correct it. It's that simple!

I need help.

Go ahead. Accept that you don't know it all. A great entrepreneur surrounds herself with people who know more than she does. Reach out to your army of supporters and save yourself a lot of frustration and time.

I don't know.

Do you think you have to have all the answers? Well, you're wrong. Even "experts" don't know it all.  Any true expert will tell you is that no one is expected to have all the answers. Let's face it, if we knew everything life would be boring! This is an opportunity learn and grow; something every entrepreneur loves to do!

Marla Tabaka is a small-business adviser who helps entrepreneurs around the globe grow their businesses well into the millions. She speaks widely on combining strategic and creative thinking for optimum success and happiness. @MarlaTabaka

7 Common Excuses That Prevent an Employee From Being Great

by John Hall

It’s usually easier to come up with an excuse than it is to actually get something done. I’ve learned that many employees have the potential to be great, but they let excuses get in the way of their true potential. As a leader, it’s important to address these excuses and challenge your employees to be better. Here are some excuses that send my “BS meter” off the charts.

You didn’t give me enough direction

This is a common excuse for people that are used to checking the answer in the back of the book. The best employees take initiative and require the least amount of direction. The best leaders don’t hold employees’ hands, and the best employees tend to execute well and ask for direction only when it’s necessary.

It’s another team member’s fault

In school, you didn’t fail to turn in a project just because you had a lazy group member. You picked up the slack. Do what you can to encourage that person to get the work done, and if that’s not possible (there are some really lazy people out there), do it yourself. Bottom line: The best employees simply get the job done.

It’s not possible

Very rarely do I come across something that isn’t possible. It just takes some critical or outside-the-box thinking. Great employees don’t give this excuse because they don’t give up when they hit a barrier. Sometimes the difference between “impossible” and “possible” is just an email, phone call, or Google search away.

It’s a common mistake

Some employees think mistakes like typos, grammatical and logistical errors, and email errors are okay because they’re so common. The best employees aren’t “common,” so don’t make “common” mistakes. It pays to double-check your work and make sure it rarely needs correcting. It will put you a step above the rest in a world full of people who are bad at spelling, forming complete sentences, and responding to emails coherently.

I need your resources

Often, employees rely on their leaders’ resources and network to complete tasks. A standout employee builds off her leader’s connections and establishes her own network. One of the most refreshing feelings for a leader is to see an employee form additional relationships that can help the company. It’s really a feather in the cap to know the employee you trained is successfully branching out and building valuable connections autonomously.

The client is unreasonable

There is no shortage of difficult people out there, so get used to dealing with them. An unreasonable client or partner shouldn’t mean you can’t accomplish your goals. Valuable employees find ways to deal with unreasonable people simply by forming a better relationship or providing value for the client to ease the unreasonableness. That said, sometimes people who are difficult to work with just need a swift kick in the pants (metaphorically speaking) to bring them back to earth.

I need more training

When an employee isn’t trained properly, it can result in disaster. All leaders should make an effort to effectively train their employees and have programs that ensure this. Unfortunately, training isn’t 100 percent perfect and some employees won’t be trained properly. Employees also have an obligation to learn on their own and actively try to make themselves better. If an employee isn’t properly trained, the standout employees will fill in the gaps themselves and reap the rewards associated with being awesome.

Once you hear these common excuses, it’s important to identify them and address them.  Challenging and supporting an employee is one of the best ways to decrease room for these excuses and allow your employees to become great assets for your company. So, even if you don’t have a good “BS meter,” you’ll be able to tell when your employees could be growing instead of consistently falling back when things get tough.

John Hall is the CEO of Digital Talent Agents, an agency that specializes in helping companies, entrepreneurs and business leaders build their brands by getting quality content published from them in reputable online publications that reach their target markets. Connect with him on Twitter or Google+.

Why Your Best Ideas Come In The Shower

@CEO.com

Being creative isn’t the same as being smart. The process our brains go through to generate new insights is quite different from when we’re solving analytical problems. You’re not just “born with it” either—the fascinating science behind creativity suggests very specific conditions can enliven your imagination.

In particular, research shows creativity spurs from three things:

• A lot of dopamine—Activities like taking a warm shower, listening to music, cooking and exercising releases dopamine in the brain.
• Relaxation—The dopamine triggers calmness and relaxation.
• Distraction—The relaxation disrupts the commotion in your head. As your subconscious is allowed to meander, it touches on new ideas and plants them into your conscious mind—the “light bulb” moment.

This creative cycle can be cultivated in the workplace. In the video below, columnist Sue Shellenbarger of The Wall Street Journal suggests lifting your spirits up and out of the cubicle by daydreaming or watching a funny video. The down time will pay off—especially during off-peak hours—because when you stop pushing your brain so hard, it has more freedom to explore new possibilities.

Consider these tips from Tor Myhren, President and Chief Creative Officer of the advertising firm that conceived the E*TRADE talking babies campaign. As someone who encourages creativity for a living, Myhren claims the trick to imaginative thinking is to prime your brain with a massive stimulus followed by solitary confinement.

“[Take] in as much information as possible throughout the day—reading magazines, watching films, etc.,” he says. “So you have all that information in your brain, sort of an information or inspiration overload, and then take that, spend some time by yourself, and really let it all come together.”

In a world so inundated with schedules and assignments, Myhren’s biggest advice for managers is to “give your people some time and nurture the creative environment around them.” Myhren does this by enforcing a no-meeting zone every Thursday from nine to noon. Everyone in the agency (including clients) abide by the rule, giving employees down time to brainstorm and recharge.

“You to have to let your mind wander a bit, like we did when we were children,” Myhren said. “We didn’t have all these other things on our mind, we didn’t have email to look at, we didn’t have social media to bring up every two seconds, and we just had time to think.”

Myhren’s workers are also rewarded for creative effort, whether or not their ideas take off or hit the wall.

“We actually have something called the “Heroic Failure” award,” Myhren says. “Whereas, I think a lot of places punish risk-taking, we actually reward it . . . So I think people feel much more comfortable in taking some chances and thinking differently.”

Handwritten Notes Are a Rare Commodity. They're Also More Important Than Ever.

by John Coleman via @harvardbiz

When I was a college student interning in Washington, D.C., a senior manager, Bridgett, made a habit of treating each intern to lunch over the summer. When my turn rolled around, it was no surprise that Bridgett proved an adept conversationalist and an excellent host.

Several weeks after I'd returned to college, however, I was surprised to find an envelope from Bridgett in my mailbox. It contained a handwritten note and a copy of Flannery O'Connor's Mystery and Manners, a book she'd recommended over lunch. I barely knew Bridgett, but her note said that I'd helped her organization and that she appreciated it and wished me luck. It was a gesture that stayed with me and forever led me to view Bridgett as a thoughtful person.

Personal handwritten notes grow rarer by the day. According to the U.S. Postal Service's annual survey, the average home only received a personal letter once every seven weeks in 2010, down from once every two weeks in 1987. And The Wall Street Journal recently lamented the "lost art of the handwritten note." Some might claim that in a wired world — where emails, tweets, and text messages are more accessible than handwritten notes — this is the natural evolution of communication. Who has time for stamps, stationery, and "manual" spell-check, after all? But I think it's premature to write off the importance of handwritten notes. They remain impactful and unique in several ways.

For one, handwritten notes mean more because they cost more. Emails, tweets, texts, or Facebook messages are essentially costless. They're easy to write and free to send, and you and I produce hundreds of them every day. A recent study indicated the average corporate email account sent orreceived more than 100 emails per day (PDF), and Americans between the ages of 18 and 29 nowsend or receive nearly 100 texts per day.

These electronic communications are rarely notable. But handwritten notes are unusual. They take minutes (or hours) to draft, each word carefully chosen with no "undo" or "autocorrect" to fall back on. Drafting one involves selecting stationery, paying for stamps, and visiting a mailbox. They indicate investment, and that very costliness indicates value. If, as the U.S. Postal Service notes, we only receive a handwritten letter once every two months, each of those letters likely means more to us than the "cheaper" communication we receive each day.

That conveyance of value is amplified by the fact that personal messages are often notes of gratitude, civility, and appreciation that reach beyond the conventional thank-you. Robert Cialdini, in his classic work Influence: The Psychology of Persuasion, profiled legendary car salesman Joe Girard. Perhaps the most successful salesman of his generation, Joe would send a handwritten message to all his clients once a month with simple messages printed inside like, "I like you." Joe believed these little notes were one of the reasons his clients stayed so loyal to him. Because handwritten notes are so painstakingly slow — to draft, to send, to assure delivery — they're often a poor way to ask for things. Instead, they're more frequently used to remind others that you value your relationship.

While saying "thank you" is important, the beauty of a well-crafted handwritten note is that it can show deeper investment and appreciation than a simple thank-you can. It can follow up on a conversation, remind someone they're not forgotten, raise new issues, or even include a gift, like Bridgett's, that carries its own meaning. And in a world where so much communication is merely utilitarian, these simple acts of investment, remembrance, gratitude, and appreciation can show the people who matter to your life and business that they are important to you.

As an added bonus, studies show that those who express gratitude also benefit by experiencing better health and sleep, less anxiety, and more life satisfaction. They benefit giver and receiver alike.

Finally, handwritten notes have permanence. How many of us have our old high school yearbooks in a closet somewhere? How many keep shoe boxes with old letters or short notes from former colleagues or friends? The last time I moved, I came across several boxes of correspondence I'd had over the years. Taking the time to read through some of them, I found the memories of my old friends and colleagues, and my gratitude for them was reinvigorated. Email is "permanent" in its own way; our electronic messages are easy to keep and search in huge volumes. But they aren't tangible and enduring in the same way those old notes are. We don't print emails and display them on our desks, refrigerators, and mantles they way we do with letters and notes from friends. The physical notes are more memorable.

It may seem nostalgic, but I still believe there's room for the handwritten note in personal and professional communication. They cost something, mean something, and have permanence in a way emails and text messages don't. They let the people in our lives know we appreciate them enough to do something as archaic as pausing for 15 minutes to put pen to paper in an attempt to connect and sustain a relationship with them. I still remember that note from Bridgett — and many others I've received over the years — and perhaps in writing personal notes to our friends and colleagues, we can reach out to others in a way that creates a lasting, positive connection.

How leaders spend their time tells staff what they value

By S. Chris Edmonds

​When I ask senior leaders how they spend their time in their work environment, they report three things more frequently than any other activities.

• Meetings with direct reports.
• Evaluating and analyzing performance data.
• Addressing performance problems.

Certainly, these are important behaviors for senior leaders. But are these the most beneficial activities senior leaders can engage in? I don’t think so — and will explain in a few paragraphs why.

Why do senior leaders engage in these activities? My experience and research tells me that leader behaviors are driven by three factors: role models from their past, their social style or personality type, and the organization’s culture.

So senior leaders do meetings, analysis of data and address performance problems because they’ve seen those behaviors role modeled by others, the behaviors fit their social style, and the organizational culture reinforces those activities.

Another issue arises as we look at senior leaders’ activities. Their integrity is compromised when their activities — how they spend their time — are inconsistent with what they say is important in their workplace.

For example, senior leaders may say that “people are our most important asset,” yet choose not to delegate authority to team members to act independently in the moment. Senior leaders may say that they have an open-door policy yet spend so much time in meetings and problem-solving discussions that their door is closed or they’re not in their office when a staffer drops by.

In my studies of high performing, values-aligned organizations, a constant is that every senior leader sees his or her role as a “chief culture officer.” They allocate time and energy to proactively manage their most important asset — their corporate culture. Their plans, decisions, and actions are easily seen as being aligned to their stated responsibilities to ensure a safe, inspiring workplace for all.

These leaders take the time to define clear purpose, values, strategy and goals for their organization in today’s world, and they help communicate how staff members contribute to those vital elements.

These leaders invest time in observing by wandering around, connecting one-on-one with frontline team leaders and frontline employees and asking how things are going. “What can we do to make your job easier?” is a common question these leaders ask. As they learn about issues that get in the way, they address those gaps with help from those in-the-know” (frontline team members).

They observe team meetings at all levels of the organization to learn what’s working and what’s not. They praise progress as well as accomplishment — they know that too often effort is ignored.

They spend less time in meetings with direct reports and more time observing their direct reports on the job, helping them praise progress, celebrate traction and value citizenship in their functional groups.

They spend more time helping all leaders and managers learn to effectively address performance issues and misaligned values in their workplace.

On average, these inspiring senior leaders spend 60-70% of their time championing their desired organizational culture, and it pays off beautifully. Our culture clients report gains of 40% in employee engagement, 40% in customer service, and 30% in profits in 18 to 24 months of aligned effort.

What are your activities saying to your team members about what you value? How often do your senior leaders observe by wandering around and connect with you on how things are going? Share your thoughts in the comments section below.

You Shouldn't Be Bored at a Board Meeting

BY TED WANG

Most entrepreneurs view board meetings as somewhere between a total waste of time and mildly annoying.  Outside board members are often similarly frustrated that they are unable to get the information and analysis they desire from these meetings. This shouldn’t be the case. Board meetings should be valuable for both management and outside board members. How can you make that happen?

Last year, I spent more than 600 hours in board meetings and have developed theories on how to make them more productive. For simplicity, I’ve created a series of “do’s” and “don’ts” for both management and board members.

Management dos

Tell a story with the board deck. A well-designed board deck should communicate how the company is doing and the core issues facing the company. The most common mistake I see are decks that are simply data dumps, a bunch of information without any analysis or coherence. For most companies the deck should be 12 to 15 slides. For complete financial statements or other more granular information, that can be put in an appendix that is distributed to the board members and discussed if requested.

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• Send out the deck well in advance of the board meeting. You want your board members to read it beforehand, but it’s not reasonable to expect that if you provide it the evening before a meeting.
• Note variations from your plan and reasons why. It’s not uncommon to miss goals. The most important issue to explore is why you missed.  With lower than expected sales, there are a numerous causes: Is your sales team not that good? Are you not investing enough in marketing? Is your product not solving a painful enough problem for customers?  Is your product poorly designed or engineered?
• Keep the meeting on schedule. This can be difficult and you can’t be too rigid, but most board members have calendared an end time to your meeting. If a section runs over, you will have less time to cover other sections. Don’t be afraid say, “This is a good discussion, but we need to keep the meeting on time. We can follow up on this later.”  This can be particularly useful if the discussion has devolved.
• Keep a list of follow-up items for yourself (and the board members). Distribute the list afterwards so everyone is clear on next steps, then report on the status of those items at the next meeting.

Management don’ts

• Hide bad news. A board meeting is not a pep rally. If news is bad it will likely get worse. Far better to start discussing “issues” before they become problems or, worse, crises.
• Put information on slides you don’t want to discuss. If you put it on a slide, you should expect that board members might have questions about it.
•  Have every VP present at every meeting. You want to give your team members airtime with the board, but it is better to rotate them because there is typically not enough board level information to justify a report from each VP.
• Put the key points about the meeting in the first slide.  It starts a conversation on the most important issues without any context. Once that conversation starts, it’s difficult to stop it and creates a disjointed conversation that makes the remaining material seem irrelevant.
• Argue every point. There’s nothing wrong with healthy debate. It is a sign of a high functioning board. Ultimately, though, the CEO is charged with running the company. S/he will have to decide what course to chart. Better to listen to the feedback than fight over every point.

Outside board member dos

• Read the deck beforehand. It will permit you formulate questions beforehand to help sharpen the conversation.
• Challenge assumptions. The best board meeting questions introduce a new point of view. If sales are slower than projected has management considered whether they are investing adequately in marketing? A different perspective can be extremely valuable to entrepreneurs who are busy fighting in the trenches every day.
• Share industry benchmarks or best practices from other companies. It his very helpful to compare a problem the company is facing to a problem that has been encountered before. Surfacing past successes and failures is particularly useful.
• Keep your powder dry. Undoubtedly you have a lot of good suggestions to help the company, but management will not execute on all of them. The best board members pick two or three important points and focus their comments on those items.

Outside board member don’ts

• Rely on your own experience with the company’s product as a focus group of one.  Suggestions about the product based on your own use case are likely not helpful.  There are more statistically significant ways of acquiring user feedback.
• Repeat yourself. I often hear board members say, “I hate to repeat myself.” There’s no need for self-loathing. If you’ve made your point, everyone around the table has probably heard it. Perhaps a single reiteration is in order if you feel quite strongly, but beyond that, you are being a bore.
• Ask obvious questions. It just wastes time and tries people’s patience. For example, if the CEO says, “We’re trying to recruit this candidate but he really wants a high salary” a board member shouldn’t chime in with ”Did you try and sell him on the value of our options?” Assume that management has considered the most apparent tactics.
• Ask questions because you’re curious. There are busy people in the room who may not share your thirst for this particular bit of knowledge. If there’s something you would like to learn more about, write your question down and ask the CEO later.

Remember: Never lose sight that everyone attending a board meeting has the same objective – to help make the company successful.

A good way to structure the meeting is to divide it into three parts: progress reporting, strategic discussion and administrative items.

1. Progress Reporting – The objective of the “reporting” section is for management to tell the board how the company is performing. This is the meat of the meeting and is typically divided into three presentations: (a) key performance metrics, (b) functional areas of the company (e.g. marketing, engineering, and product), and (c) company finances.

It is critical for the company to have a plan of record against which performance can be measured. Many entrepreneurs are hesitant to create a board plan for fear that there will be repercussions if plan is missed. Having no plan means that the board will make their own decisions about how the company is performing and this is far worse. For early stage companies, more it is common to miss plan by wide margins and that’s to be expected, but for later stage companies more rigor on both the planning and execution side is expected.

For the functional areas, it’s a best practice to have one or two VPs report per board meeting so that there can be a deep dive into these areas. The CEO can then lead a brief review of the other areas. In these deeper dives: VPs should avoid a laundry list of accomplishments and focus on key issues:

• What are the key objectives for the year (and how are they doing against such objectives)?
• What are they doing differently than their competitors, prior companies or industry norms?

The board meeting is not a super-operating committee review in which tactical decisions are examined. It is a strategic session in which priorities and resource allocation against those priorities is assessed. Presentations should be geared to facilitate such a discussion.

For the financial reporting, as long as the company is burning the cash, the most important financial metric is: When does the company run out of money? It should always be reported. I suggest using awaterfall for cash burn as well as other key metrics. It is also important to establish consistency in both format and data presented. When metrics are changed again and again it makes it very difficult for the outside board members to understand how the company is doing.

Another best practice is a dashboard, which is a single slide that displays trends for a few key metrics. A good dashboard enables the board members to look at progress against these metrics over time and quickly get a sense of the company’s performance.

What is the point of all this reporting? First, it gives the board members a chance to help in a variety of ways:

• offering suggested approaches for problem solving,
• recognizing certain recurring patterns from prior experience,
• challenging key assumptions and
• making introductions to potential customers, partners or new hires

In order to do any of these things effectively board members need to be presented with a clear picture of what’s going on with the company.

Secondly, management is typically heads down fighting one fire after another in the hectic pace of startup life. Having a routine check up from people looking at the business from a higher level can help management identify issues that might be lost in the daily grind. Third, it allows a common understanding of the business that sets the stage for the next part of the meeting, the strategic discussion.

2. Strategic Discussion – Startup companies are continually facing critical strategic issues:

• Is now the time to start ramping up the sales force in order to gain market share?
• Will a partnership with a more established player solidify the company’s market position or will it consume company resources without delivering any real benefit?
• When is the right time to start the fundraising process?

The strategic discussion section of the board meeting provides an opportunity to discuss these important issues with the board. The goal of these conversations is not to arrive at a vote in which the board approves some key decision, but rather to seek input on the issues facing the business so that management can understand and benefit from the board’s collective experiences. Best practice in this area is to discuss one or two of these issues at each meeting as it is difficult to cover more.

3. Administrative Items – Administrative items are the things that the Board actually needs to vote on. I prefer beginning with the administrative section to get it out of the way quickly before people are tired and cranky. For early stage companies the items are typically limited to the approval of options and minutes.

For stock options, it’s important to have all of the relevant information for the board members to make the grants (e.g. fully diluted capitalization, number of shares left in the pool). I have a template slide for options here. When an unusually large option grant or one with a peculiar vesting schedule is coming up for approval, it shouldn’t be presented to the board for the first time in the meeting. It is far better to surface these items well in advance of the meeting to avoid a long debate during the meeting itself. This is a good model for any issue that is coming up for approval: provide adequate information for the board to make the decision and raise issues ahead of time to avoid surprises.

A properly structured board meeting enables management to get the most value from the board and gives the board members the ability to understand and provide assistance to the business. If you follow this structure and the dos and don’ts, you can ensure that nobody is bored at your board meeting.

The Delicate Art of Giving Feedback

by Robert C. Pozen
via Harvard Business Review

To be an effective manager, you need to be skilled at giving out both praise and criticism. While praise is easy to give, it is far more challenging and unpleasant to criticize your employees. Yet the practice of management requires you to occasionally show employees where they need to improve. Thus, it is vital for managers to learn how and when to give negative feedback.

The first thing to realize is that people generally respond more strongly to negative events than positive ones. In other words, we are usually more upset about losing $100 than we are happy about winning $100. In fact, in an influential book, John Gottman (now a Professor Emeritus at the University of Washington) suggested that positive interactions must outnumber negative interactions by at least five to one in order for a marriage to succeed.

This observation is also true in the workplace, as Professor Andrew Miner (then of the University of Minnesota) and colleagues discovered in a study published in 2005. They recorded employees' moods several times each day and, each time, asked them if any events (such as a positive interaction with a co-worker) had occurred within the past few hours.

Their results showed that employees reacted to a negative interaction with their boss six times more strongly than they reacted to a positive interaction with their boss. This suggests that negative feedback can have significant adverse effects on an employee's well-being — and, presumably, their productivity.

What does this observation mean for managers? Put simply, managers need to be cautious before criticizing employees.

To start with, you should avoid inadvertently criticizing any of your employees. For instance, if an employee writes a first draft of a written document, some managers might want to suggest some minor revisions even if the draft was generally good. In these situations, managers should clearly communicate that their revisions are merely suggestions coming from a second pair of eyes — and that they aren't criticizing their employee's performance.

More generally, managers need to weigh the tradeoffs involved in making negative feedback. If you criticize your employees, you will likely provide some corrective information, but you will also put your employee in a bad mood. If an error is so inconsequential that the corrective value of criticism is low, it might make sense for you to keep that feedback to yourself.

Of course, there are situations when a manager must provide negative feedback. On these occasions, don't lose sight of your purpose for offering that feedback: to improve the employee's performance going forward. As much as you might want to excoriate your employee for what you believe is a spectacularly awful performance, your business gains nothing from it.

In fact, shaming your employee is likely to have substantial negative effects on your business. Inresearch reported in HBR, Christine Porath and Christine Pearson found that many employees considered themselves to be on the receiving end of workplace incivility, such as overly harsh criticism from their boss. According to their research, nearly half of these employees decide to intentionally decrease their productivity.

Instead, in order to obtain the desired corrective effects of negative feedback, you should take steps to soften the emotional blow. You want your employees to focus on the message that you're trying to convey, rather than any intense negative emotions.

At a bare minimum, make sure to deliver your criticism in private. There's nothing more humiliating than being criticized in front of your co-workers. And it is critical to keep your tone collaborative. Make clear that your employee still has your support and your respect.

One strategy for providing feedback is to start by literally saying, "Let me provide you with some feedback." That statement lets the employee prepare emotionally for what you're about to say; in my experience, it also seems to activate the calm, rational part of the employee's brain rather than the defensive, emotional part.

Negative feedback is a key tool in the effective manager's kit. But you must use it wisely and carefully, or else they will do more harm than good. Focus on potential future improvements, instead of dwelling on past errors. And think twice whether an error truly requires negative feedback: criticism can have an unexpectedly large impact on an employee's happiness and productivity.

And this approach should be generally reversed when it comes to praise. Unlike criticism,managers should bestow their employees with praise generously, publicly, and at every opportunity — especially at the culmination of projects. While most bosses seem to think that they dole out praise by the dozen, I rarely meet an employee who feels that the boss sufficiently values his or her achievements. So, as often as possible, tell your employees how much you appreciate their commitment and hard work.

7 Keys To Crystal Clear Communication

By Lee J. Colan, Ph.D

Question: What’s the one thing we do more than anything else, but we also do it less effectively than anything else?

Answer: Communicate.

Deloitte & Touche conducted a study that found communication was the best predictor of employee commitment. And commitment results in discretionary effort that drives results. So, to get better results, here are seven keys to crystal clear communication:

1. Relevance

There are lots of things to communicate about. To ensure you are talking about what is most relevant to your team, answer these four questions for them:

• Where are we going? (Strategy)
• What are we doing to get there? (Plans)
• What can I do to contribute? (Roles)
• What is in it for me? (Rewards)

Ensure that you are answering these questions before communicating about other topics. When these questions are not answered people tend to fill in the blanks with their own assumptions, and their assumptions are typically worse than reality.

2. Consistency

The same messages should come from your various communication channels and from all levels of leaders. Your team will sniff out inconsistency like a cat sniffing out a mouse. Provide your leaders speaking points and visual aids about new projects, organizational changes, company values and strategic direction to ensure consistency. Things will change, and that’s okay. Just ensure that everyone’s messages also change. If not, you will start to violate the third key.

3. Transparency

It can also be challenging to decide what to communicate to our teams and what to withhold. It’s easy to say (usually to ourselves), “They don’t really need to know all that” or “My team won’t really understand” or “I don’t think they can handle that news right now.”

Remember this: Leaders who underestimate the intelligence of their employees generally overestimate their own. To the extent you can responsibly share information about your business (unless SEC regulations restrict you in certain situations) you build leadership credibility and a sense of ownership to make a difference.

4. Multi-Channel

Your communication channels might include: memo/email, video, Twitter, chat groups, newsletter, company Facebook page, town hall chats, training sessions, team celebrations, bulletin boards, running banners on PCs, video conferences, etc.  Don’t go crazy adding channels just to add them. Select those that are perceived as most reliable. Keep it simple and stick with it!

Remember, the message is in the medium. So, if you are announcing an important new business unit, sending an email might be perceived as matter-of-fact and that the new business unit is not critical to the business. Alternatively, company-wide or departmental meetings with a presentation and opportunity for asking questions suggest to employees that the time, effort and preparation to hold these meetings is related to the importance of this new business unit.

5. Real-Time

Speed rules in today’s business. It is often the only competitive advantage that smaller businesses have over the 800-pound gorillas. So real-time updates, feedback and dialog are key. This also applies to the not so fun stuff. Don’t sweep the tough performance discussions under the rug. The issue won’t go away with time; it will only rear its head in uglier ways. Communicate in real-time — in good times and in bad.

6. Multi-Directional

Communicate downward, upward and horizontally. This means that listening is just as important as talking, if not more so. Asking questions is the most underutilized, yet most powerful, leadership tool. Excellent leaders listen at least 50 percent of the time. After we listen to peers and employees,  we can more effectively communicate a message or idea that is more likely to be well-received.

7. Informality

In addition to scheduling formal meetings and communiques, budget five or ten extra minutes before a meeting to zig-zag your way to meetings, the restroom or lunch. Pop in on your team and ask them how you can help them, what their biggest frustrations are, what big idea they would like to work on, etc. These informal dialogs often yield rich insights.

Joseph Pulitzer (you know, the Pulitzer Prize guy) knew a few things about effective communication, and he reflected several of the seven keys when he said, “Put it before them briefly so they will read it, clearlyso they will appreciate it, picturesquely so they will remember it, and above all, accurately so they will be guided by it.”

Apply the seven keys and you will not only communicate with crystal clarity, you will also more fully engage your team and drive better performance.

Bio: Lee J. Colan, Ph.D. is a leadership advisor. He co-founded The L Group, Inc. in 1999 to equip leaders to execute their plans and engage their teams. Colan has authored 12 books. His soon-to-be-released book, 
Stick with It: Mastering the Art of Adherence 

How to Stay Productive While on the Road

By Jason W. Womack

In 2012, I sat through 135 commercial flights and spent 195 nights in hotels around the world. Having the ability to focus on priorities while I'm traveling is critical to my own productivity. Getting things done can't only happen at my office.

All too often, people lose the productive edge due to the stress of work and travel. With a little bit of forethought, you can make travel time your most productive time.

Here are four ways I make sure to stay productive while on the road:

1. Put all event details on your portable calendar.
Over the past 12 years I've traveled a lot and I continually see people stressed out in lines at airports or frustrated at hotel front desk clerks because they don't have their travel information on hand.

With information for things like flights, hotels and car rentals easily at hand in case I need it, I can focus on priorities like client work, strategic thinking and article writing.

The way I do this is by formatting calendar entries to include everything I might need when checking into a hotel, for example, or arriving at the airport. If I'm catching an 8 a.m. flight to New York, my calendar entry reads: "8am AA#34 LAX-JFK rl#: GUA37W." (That is: departure time, airline and flight number, departure-destination and record locator number.)

2. Keep all your ideas in one place.
You achieve massive results in your business based on the ideas and possibilities you notice and develop. Do that more efficiently and you can decide what to focus on most effectively. It's easy to lose track of ideas that come to you when you're on the go.

For years now, I've used Evernote.com, which offers an app that allows you to keep track of pictures, notes or sound-bites all in one place. When I collect someone's business card, jot something on a bar napkin, take notes in a meeting or even write on a flip chart, I snap a smartphone picture and email it to my Evernote account.

3. Use keyboard shortcuts to type less and say (a lot) more.
Being on the road means I have even less time to follow up on emails. I've set up keyboard shortcuts on my iPhone and use a similar application called TypeIt4Me on my laptop. Using keyboard shortcuts, two or three letter macros expand into words, sentences and even paragraphs to answer the most frequently asked questions I receive.

Here are just a few shortcuts I suggest you set up immediately:

• em: email address (I haven't typed those 22 characters in years!)
• mo: my mobile phone #
• tu: thank you
• sig: your complete signature to add to the end of emails. (Consider making sig1, sig2, sig3 to have different levels of information to send as appropriate.)

I even have a keyboard shortcut -- "nmp" -- that auto-magically becomes a 374-word email with an article titled, "No More Procrastination."

According to my computer stats, I've used 15,022 abbreviations, saving me a total of 2,853,202 keystrokes over the past five years. Even at one keystroke a second, that's given me back "about" 790 hours of time.

4. Stay offline while flying home.
When I'm flying back home to Los Angeles, I stay off the airplane's Wi-Fi. Instead, I write emails throughout the flight. My goal: When I land, I've written 100 forward-motion and catch-up emails, knowing those will go out when I connect to the internet.

I use Apple Mail so that I can do this offline with full access to all my folders. I often get twice as much work done on a plane as I would in my office because I'm not online.

Getting that much accomplished on my trip back gives me the freedom to really enjoy being home -- the greatest gift of all.

10 Reasons to Pick Up the Phone Now

​By Kevin Daum via @inc

Today fewer people get on the phone, preferring to text, chat, and e-mail. Here are 10 scenarios where a live voice is still the best option.

I've noticed recently that the Millennial generation's trend of phone avoidance is quickly spreading to people of all ages. It started with smartphones. Texting replaced leaving voicemails and whole conversations now take place with our thumbs. Calling someone has now become low on the communication priority list and even frequently disparaged.

Certainly written communication has its advantages.

• You can get your message out whether or not the other person is available.
• You can respond without concern for time zones or sleep patterns.
• You don't have to waste time with unwanted chatty gossip.

But the phone has benefits that text and e-mail will never overcome. It's still an important tool for business etiquette and should be considered equally in today's communication environment. Here are 10 scenarios where a phone call does the job best.

1. When You Need Immediate Response

The problem with text or e-mail is you never know when someone will get back to you. You like to think the other person is sitting there waiting for your message, but it's not always true. These days when someone sees your name on the ringing phone, they know you are making an extra effort to speak to them. Of course if they are truly busy, in a meeting, sleeping, or hiding from you, the caller ID will tip them off and you go to voicemail, which they rarely check anyway. At least now you can express yourself with heartfelt emotion.

2. When You Have Complexity with Multiple People

My wife Van was recently coordinating an overseas engagement for me and there were six different people in multiple time zones involved in the logistics. After five cryptic e-mail conversations that created more confusion, she was literally screaming at the computer. Finally I suggested a conference call. In 30 minutes, all questions were answered, everyone was aligned, and Van went from frustrated to relieved. She is now a newly recruited phone advocate.

3. When You Don't Want a Written Record Due to Sensitivity

You never know who will see an e-mail or a text. True, phone calls can be recorded...but not legally in most states without prior notification or a judge's order. Unless you are absolutely comfortable with your message getting into anyone's hands, best to use the phone for conversations that require discretion.

4. When the Emotional Tone is Ambiguous, But Shouldn't Be

Sometimes a smiley face is not enough to convey real emotion. Emoticons help broadly frame emotional context, but when people's feelings are at stake it's best to let them hear exactly where you are coming from. Otherwise they will naturally assume the worst.

5. When There is Consistent Confusion

Most people don't like to write long e-mails and most don't like to read them. So when there are lots of details that create confusion, phone calls work efficiently to bring clarity. First of all, you can speak about 150 words per minute, and most people don't type that fast. Second, questions can be answered in context so you don't end up with an endless trail of back and forth question and answers.

6. When There is Bad News

This should be obvious, but sadly many people will take a cowardly approach to sharing difficult news. Don't be one of those callous people. Make it about the other person and not you. Humanize the situation with empathy they can hear.

7. When There is Very Important News

Good or bad, if there is significance to information, the receiver needs to understand the importance beyond a double exclamation point. Most likely they will have immediate questions and you should be ready to provide context to prevent unwanted conclusions.

8. When Scheduling is Difficult

After going back and forth multiple times with a colleague's assistant trying to find an available date and time, I finally just called her. Now I didn't have to worry that the time slot would be filled by the time she read my e-mail. We just spoke with calendars in hand and completed in five minutes what had exasperated us over three days. Later that day I watched one of my foodie friends spend 20 frustrated minutes using Open Table and finally suggested he simply call the restaurant. In three minutes he had a reservation and a slightly embarrassed smile.

9. When There is a Hint of Anger, Offense, or Conflict in the Exchange

Written messages can often be taken the wrong way. If you see a message that suggests any kind of problem, don't let it fester--or worse try and repair it--with more unemotional communication. Pick up the phone and resolve the issue before it spirals out of control.

10.  When a Personal Touch Will Benefit

Anytime you want to connect emotionally with someone and face-to-face is not possible, use the phone. Let them hear the care in your voice and the appreciation in your heart.

Six Simple Questions For Strategic Planning

Whether you are developing a corporate strategic plan or setting your department’s strategy, there is a direct correlation between the simplicity of a plan and the chances of adhering to it.

Why stack the odds against yourself with an overly complex or unclear plan? A sound plan and a simple plan are not mutually exclusive.  If you are going to work on a plan, your plan should work for you.

Cut through the clutter by answering six simple questions about your business or team:

1. Why do we exist?
2. Where are we going?
3. How will we conduct ourselves?
4. What will we do?
5. How will we measure our success?
6. What improvements or changes must we make?

Don’t be deceived by the simplicity of the questions. They require deep thought, good supporting data, and honest discussion in order to articulate concise answers.

Now that you’ve seen the questions, let’s take a look at how a worldwide manufacturer of golf clubs might answer the simple six questions to develop a strategy:

1. Why do we exist?

To bring confidence and winning strokes to golfers across the globe.

2. Where are we going?

We will be a trusted club in the golf bag of 75 percent of the world’s ranked professional golfers.

3. How will we conduct ourselves?

• Innovate in all we do—the big ideas and the little ideas.

• Respect our teammates and the profession we serve.

• Pour our hearts into our work. Every club is a reflection of us.

4. What will we do?

• Penetrate new markets.

• Boost brand exposure.

• Drive organizational efficiency.

5. How will we measure our success?

• Penetrate new markets.

• Increase sales from $5 million to $10 million in China and Japan.
• Increase sales by 15 percent in the European market.

• Boost brand exposure.

• Achieve number 1 or 2 ranking in all professional player surveys of best brand of clubs.
• Triple the number of brand impressions in Asian markets by year-end.

• Drive organizational efficiency.

• Reduce manufacturing waste by 10 percent by year-end and by 20 percent over three years.
• Reduce expenses as a percent of sales by 5 percent by year-end and by 15 percent over three years.
• Improve average employee engagement score to 4.5 by year-end and to 4.8 (top 1 percent in industry) in three years.

6. What improvements or changes must we make?

• Penetrate new markets.

• Hire new sales leaders for Asia and Europe.
• Double pipeline of player endorsements in Asia and Europe by year-end.

• Boost brand exposure.

• Sign three new sponsorship deals with top 100 ranked players by year-end.
• Double the number of tournaments for which we are a primary sponsor.
• Sponsor 10 junior golfers’ clinics in each geography.

• Drive organizational efficiency.

• Train all employees on innovation techniques.
• Review lowest-performing products.
• Implement passionate performance engagement model to drive employee engagement.

by Lee Colan

Answering these questions (and making corresponding budget adjustments) will get you started with a solid plan you can adhere to.

Bio: Lee J. Colan, Ph.D. is a leadership advisor. He co-founded The L Group, Inc. in 1999 to equip leaders to execute their plans and engage their teams. Colan has authored 12 books. This article is an excerpt from his soon-to-be-released book, Stick with It:  Mastering the Art of Adherence (McGraw-Hill, April 2013). It’s an enhanced and expanded 10-year follow-up to his bestseller. Learn more at www.theLgroup.com

5 Things You Need to Know Before Fundraising

by Brent Freeman via @inc

Know these five details before entering any fundraising pitch, especially if you are a social entrepreneur.

At Roozt.com, an online marketplace for brands that give back, we engage with and analyze thousands of social impact businesses every year. This provides our team with a unique macro-perspective about what pains, issues, and problems there are in our industry at any given point in time. Hands down, the largest recurring pain we hear about from social entrepreneurs is: raising money.

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We started Roozt with $500, a dream, and determination to succeed. So whoever tells you that you need a lot of money to start a company is wrong. Just get going with what you have and do one thing everyday that makes progress towards your goal. At some point you may realize you need more money and fundraising is an option.

There is no perfect formula for fundraising, but the following lessons are items I've learned from my first hand experience in raising money as a social entrepreneur. There are five things a social entrepreneur must know before starting their fundraising.

1. Know Your Product

I can't tell you how many times I've talked to passionate social entrepreneurs who, after a 20-minute conversation with them, I still have no idea what they really do. It helps nobody if you have the world's most inspiring idea but can't communicate it in a clear concise manner.

Another term for this is: what's your elevator pitch? If you got in an elevator at the top floor of the Empire State Building with Pierre Omidyar (if you don't know who he is, Google now) and he asked you, "so what do you do?" would he understand and be excited by your company by the time you guys hit the ground floor?

Here's my elevator pitch: Roozt.com is the world's online marketplace to discover the sexiest brands that give back at members only prices. For every member who joins, Roozt will donate a meal to an American in need. One member. One meal.

Clean. Simple. Concise. Sure there's a lot more to it, but unless you get someone's attention, they'll never ask any more questions.

2. Know Your Market

What pain in the market does your product solve? How big is the market opportunity? Who are your customers? How will they hear about you? Why will they care? You should be able to answer these questions with as much clarity and enthusiasm as your elevator pitch. The fundamental foundation of every business, and what every investor looks for, is the need to solve a problem or a pain in the industry you're focused on. It's not enough to merely integrate a cause. If the product isn't something people actually want or need, then nobody will buy it, you will go out of business, and that helps no one. Even if your product is exclusively designed for social impact, i.e. building a well in Africa, you need to be focused on how your product will solve a pain that wasn't currently met until you came into the picture.

3. Know Your Audience

This does not just refer to your customers. Knowing the audience of who you are pitching your investment opportunity is just as important. By understanding who's in the crowd and what makes them tick, you will know how to structure your presentation to get their attention, keep them interested, and get them excited.

Here are the three types of investors you should know:

The Impact Investor

Invests in organizations, entities, or ventures whose sole purpose is to create social impact, with or without a business model. These investors measure success of their investments by the SROI (social return on investment), which will vary based on the organization. They also can come in the form of grants or donations.

The Financial Investor

This type of investor cares about one thing and one thing only--the ROI multiple of every dollar invested. They are driven by capital returns, not social returns. Some are industry agnostic, some invest exclusively in the areas they know best. They separate social good and business as two separate sectors. Traditionally this is the angel investment and venture capital community.

The Financial Impact Investor

This is the hybrid investor category, of which we are beginning to see an influx of the above two sectors to form a well-rounded group of individuals who care about both financial returns and social impact. They believe that making money and making a difference do not need to be mutually exclusive. They are savvy, experienced business people with a social conscious about the world around them. They may seem like a mythical creature, but I promise you, every community in America has them. Having personally raised significant capital for Roozt from financial impact investors, I can promise you, they are out there if you look hard enough.

Knowing which of these investors you are pitching to will drastically change the tone, content, and focus of your pitch. Often times, social entrepreneurs will have three different versions of their pitch deck depending on who they are talking to. Each investor has different motivations, and you better know what they are before walking into that meeting, otherwise you're in for a long (or short) pitch...

4. Know Your Numbers

Data--one of my favorite quotes pretty much sums it up: "In God we trust. All others bring data."--W.E. Demings. If you do not know the key performance indicators (KPI's) of your organization, what drives them and what affects them, it will be virtually impossible to convince anyone to give you money. This applies to both for-profit and non-profit organizations. Take the time to really understand the numbers around your business, industry, market, customers, product, COGS, and operations so you can know exactly what you need to do to be successful and explain that to investors. Your ability to take complicated matters and turn them into easy-to-digest chunks is critical because you generally only have a few minutes of an investor's time to get them interested.

5. Know How to Pitch

Whether you realize it or not, you are pitching yourself, your product, your cause, and your company every time you open your mouth, write an e-mail, or hop on a call with someone. That means how you e-mail, the materials you share, what people can see about you on Facebook, Twitter, and LinkedIn, to the actual pitch presentation you give, are all critical in the closing process. If you make a bad impression at any given stage, you may kill your chances before you even get started. Spend time to craft thoughtful e-mails, do your research, control your online reputation on social media sites, and practice, practice, practice! To become an expert at something they say it takes 10,000 hours of practice, so don't worry if you bomb your first pitch. When a potential investor says no, and you will hear a lot of no's, learn to ask them why and for feedback. Then use that feedback to get better and fix things before you talk to the next potential investor. Howard Schultz, founder of a small company called Starbucks, heard over 200 NO's when he was first pitching his crazy idea for a coffee shop to investors. Every no you hear is one step closer to a yes--so press on, learn, adapt, and never give up.

Ok, phew! Sorry I had to put on my stern pants on for a bit in this post, but more often than not so many inspiring social entrepreneurs lose site of these critical items and shoot themselves in the foot immediately out of the gate--and that's the last thing I want to see happen.

Trust me when I tell you that there is nothing more exciting than getting that "I'm in!" e-mail, call, or meeting from an investor who believes in you, your concept, and the change you have set out to create.

If you find yourself having trouble with anyone of these tips, seek out the advice of someone who will shoot it to you straight. Constructive and candid feedback is the best way we learn what we're doing wrong and get one step closer to achieving our goals.

"Twenty years from now you'll be more disappointed by the things you didn't do than the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover." --Mark Twain

Brent Freeman is a serial entrepreneur who is passionate about social entrepreneurship, technology, and youth education. He's the founder of Roozt, a Web 2.0 marketplace that connects trendsetting cause-oriented brands with online shoppers. He also founded a pilot program in Los Angeles with the Network For Teaching Entrepreneurship (NFTE) to mentor and teach for-profit social entrepreneurship to low-income, at-risk high school students.

Want to get more done in the next hour? Take 5 minutes to read this.

BY DRAKE BAER via@inc

​There might be some productivity-minded part of you that scoffs at the whole idea of reading about how to be more productive. After all, why would you read about doing when you could  do?

Well, you can tell that part of you to stop being so addicted to being right and acknowledge that you can work smarter, not just harder. And when you can tap a multitude of perspectives of how to work smarter, you can get extremely productive.

Alice Boyes at Psychology Today has done that by gathering the productivity insights of a range of psychologists. Let's unpack a few here.

Walk away

"Without realizing it, I spent years trying to be productive in the most unproductive way," saysSusan Newman, "sitting at a desk for hours."

Now she de-tethers by getting away from the office. She finds that moving around--be it to grab a cup of coffee, water a planet, or take a walk, makes her sharper. While it runs against what Anne Marie Slaughter calls "time macho" culture--"a relentless competition to work harder, stay later, pull more all-nighters, travel around the world and bill the extra hours that the international date line affords you"--more and more research shows that if you spend less time doing, you can get more done.

Close your door

L. Kevin Chapman starts his productivity quest by closing the door to his office. While he likes to welcome colleagues and students, closing the door ensures that he stays on task. The next move: scheduling the tasks he wants to avoid. If he puts the put-off tasks into his schedule (and sets reminders on all devices), he is sure to tackle what needs to get done. "Action precedes motivation," Chapman says. "These small steps facilitate more action and lead to me feeling accomplished." And apps can help, too.

Get some exercise

"Plan exercise breaks," advises Craig Malkin. "Stress leads to binary (either/or) thinking, distractability, and procrastination."

We know at least one company that's putting that into practice. Why does stress relief help you get better work done? You'll stay sharp, Malkin says, and you'll boost your capacity for creative problem solving. That's because creativity is a mammalian trait--and the protective parts of you won't let it come out unless you feel safe.

Condition yourself

We've discussed how where you work affects the work that you do, like how if you're cold, you're being physically distracted from the task at hand. Similarly, what you associate with your environment affects what happens there.

That's why you should work in a place you associate with work, says Amy Przeworski, like an office building, library, cafe, or maybe a coworking space. If you need to keep your attention on something for a long time, it's going to be hard to do so in a place you usually relax in--ever notice how you can't work as well in the family room?

"Your surroundings set the stage for your focus," Przeworski says. "If they are associated with work, you will focus on work."

The space can also make your work a pleasure--that's how Susan Cain sidesteps writer's block. The Quiet author trained herself to love writing by "always writing in a beautiful cafe while drinking a latte and eating a chocolate chip cookie"--that's one sweet way to love your work.

The biggest motivator? Passion

Kristine Anthis says that while you can't always decide what projects you take on, when you do--like your college major or if your boss lets you select from a range of assignments--go after what you're most interested in. It worked for her.

"Being passionate about what I do means that juggling the demands of teaching, writing, mentoring students, conducting research, and serving on committees is not necessarily always effortless," she says, "but certainly gratifying."

It's also how you know if you have a career--or just a job.

4 Steps to Successful Brainstorming

by via  Susan Adams @forbes

Almost everybody does brainstorming wrong, Ralph Keeney says, and turns it into an enormous waste of time. He wants to tell you how to do it right.

An emeritus professor at Duke’s Fuqua School of Business and a consultant to such diverse organizations as the Department of Energy and, just last month, a German power company with $40 billion in revenues, Keeney has devoted his career to a discipline called “decision science,” helping companies and government agencies bring focus and rigor to their decision-making process so that they can waste less time spinning their wheels and instead get clear on their objectives before they try to meet their goals. Thirteen years ago he penned a book, still in print, called Value-Focused Thinking:  A Path to Creative Decision-Making, which says that most corporate executives put the cart before the horse. Instead of parsing the objectives they hope to achieve, they direct their energy at coming up with solutions to broadly-stated problems.

“When most people do brainstorming, they run all over the place and think outside the box,” he says. “I think they should think inside the box—the right-sided box.”

His latest paper, published in the December issue of a journal called Decision Analysis, spells out what he believes is the right approach. In Germany for instance, the company he counseled is trying to cope with a vastly changed energy landscape, where nuclear power will be banned as of 2022, coal emissions restricted, and by 2020 at least 20% of the company’s energy must come from non-carbon-emitting sources. “The company has to change phenomenally in order to exist 10 years out,” he says.

Instead of packing executives into a conference room and brainstorming solutions, Keeney met for one hour each with 19 top people, including the CEO. He pressed them on what they thought the company’s objectives were. Then he compiled a list of 450 things the executives wanted to achieve.  He took the hundreds of objectives and boiled them down to 40 major goals, with 200 subsets. Why? Because, as his paper says, before you brainstorm, it’s essential to go through the process of analyzing and focusing on objectives. Here are Keeney’s four steps to effective brainstorming:

1. Lay out the problem you want to solve.
This may be easier said than done.  Keeney describes a doctoral student who is at sea while trying to come up with a dissertation topic and advisor.  The student grasps for ideas with only the vaguest idea of a goal, stated as negatives rather than positives. “I don’t think I could do it,” “it is not interesting to me,” “it seems too hard,” and “it would be too time consuming.” Then finally someone suggests an idea that doesn’t have any of those negatives. The doctoral student grabs the topic. But Keeney says this is a poor way to make a major decision. Instead the student should keep pushing until they come up with at least five more alternatives, and then, considering all those, “identify your objectives for your dissertation, evaluate the alternatives and select the best.” It will be well worth the effort.

2. Identify the objectives of a possible solution.
This is what Keeney did for the German energy company and what he’s done for several government agencies, including the Department of HomelandSecurity and the energy department. It’s not easy and it takes time but if you can approach your goals critically and hone in on what you want to achieve, your brainstorming session will be much more effective.

Keeney offers a great example of this process. David Kelley, the founder of renowned design firm IDEO, wanted to design a product that would enable cyclists to transport and drink coffee while they were riding.  A couple of ways to describe what he wanted to design: “spill-proof coffee cup lids,” or “bicycle cup holders.”  But a much better description is the following objective: “helping bike commuters to drink coffee without spilling it or burning their tongues.”  Keeney likes this statement because it clearly lays out IDEO’s objectives, to help  bike commuters 1) drink coffee, 2) avoid spills, 3) not burn their tongues. He even contributes a few objectives of his own: avoid distractions while biking, don’t contribute to accidents, keep the coffee hot and minimize costs. Going into that much detail before  brainstorming about ways to design the cup holder makes IDEO much more likely to succeed.

3. Try to generate solutions individually.
Before heading into a group brainstorming session, organizations should insist that staffers first try to come up with their own solutions. One problem with group brainstorming is that when we hear someone else’s solution to a problem, we tend to see it as what Keeney calls an “anchor.” In other words, we get stuck on that objective and potential solution to the exclusion of other goals. For instance, when Keeney was consulting with a cell phone maker years ago, the company had numerous objectives. It wanted to produce a lightweight phone that also had GPS capabilities (Keeney did this consulting gig some time ago, but he insists the example remains illustrative). When company executives got together to brainstorm ideas about how to build a better phone, one person brought up the issue of weight. Suddenly everyone became fixated on that idea and forgot about their other objectives. Coming into a meeting with potential solutions reduces the risk that participants will get bogged down on one objective.

4. Once you have gotten clear on your problems, your objectives and your personal solutions to the problems, work as a group.

Though he acknowledges that it’s a challenge not to “anchor” on one solution in a brainstorming session, Keeney believes that if participants have done their homework, clarifying the problem, identifying objectives, and individually trying to come up with solutions, a brainstorming session can be extremely productive.

At the end of the paper, he describes a 2008 workshop he held to try to come up with ways to improve evacuations in large buildings in case of a terrorist attack, based on a recommendation from the National Institute of Standards and Technology. Keeney brainstormed for two-and-a-half days with 30 people with expertise in everything from firefighting and building codes to handicapped people and human behavior. The result, after going through Keeney’s four-step process: a list of 300 new alternative ways to speed evacuation. Then the participants evaluated the many ideas, which included using cell phone alarms to guide people to exits and building linked sky bridges on every fifth floor. The hope, of course, is that these solutions will never be tested. But Keeney’s brainstorming method helped the group find effective suggestions.

Employee Conflict: A Manager’s Challenge

By

John A. Page, LFHIMSS

It seems as though the world has never been without conflict – it appears to be one of life’s givens. In fact, almost on a daily basis we read about a conflict going on in some part of the world, one of the most current being the continuing unrest in the Arab World.

As with countries, conflicts often occur in the workplace. Although employees do not necessarily take up arms against one another, their conflict, nevertheless, can create havoc and adversely impact on productivity. However, managers do have the power to prevent the acceleration of employees’ conflict and bring about a positive outcome.

Before we can look at ways to help employees resolve their conflicts, we must first define what we mean by the word conflict. According to Webster’s dictionary, conflict is: a sharp disagreement or collision in interests, ideas, etc.• Thus, from this definition, we can conclude that it is not necessarily the occurrence of conflict that results in a negative aftermath; rather, it is the method used to resolve the conflict. Therefore, helping employees constructively resolve their conflict provides an important challenge for managers.

How do you meet this challenge? Well, here are some pointers for helping your employees resolve their conflict:

• Give them an opportunity to resolve the conflict on their own. Employees need to be given a chance to be successful in solving their own problems and resolving their conflicts. This provides them with learning experiences they can build upon and at the same time enhances their self-esteem.
• Act immediately if they are unable to independently resolve the conflict. You must step in right away if your employees are unable to work out a constructive resolution within a reasonable amount of time. Don’t wait until the conflict accelerates and ends up out of control.
• Listen to both sides of the issue. To understand the nature of the conflict it is important that you listen with an open mind as each employee tells you his or her own story. Your task is to get the facts. However, it is important to recognize that each person will be relating his or her perception of the facts; it is up to you, as manager, to take the information and determine what the real issues are and what actually has occurred.
• Separate the issues from the people conflict. Conflicts come about as a result of differences in opinions, ideas, etc. Therefore, make sure that you are evaluating the issues, not the people. Regard the conflict as the “it” factor operating rather than the “he” or “she” factor operating.
• Stay neutral. It is crucial that you are neutral and take no one’s side; otherwise, you will be viewed as contributing to the problem rather than helping to resolve it.
• Ask each employee to come up with several optional solutions. The goal is to resolve the conflict in a way that will be acceptable to both parties. Therefore, it is important that each one of them work out his or her own options. By doing this, you will be sending a clear message to your employees that you have confidence in their ability to work things out-that you respect and trust them.
• Help them to work out a viable solution. Review the various options that the employees have separately come up with, then assist them in jointly finding a workable solution-one they both can live with.
• Give them feedback. Be sure to give them feedback as to the appropriateness and viability of their solution. Make recommendations and offer guidance where necessary.
• Have them implement their solution. Communicate your confidence in their solution, have them implemented and give you feedback about the results.

What if your employees cannot come to a resolution of the conflict despite all their efforts? Then it becomes necessary for you to devise a solution that each employee can live with and that will not be counter to organizational goals.

The final word: as a manager, you must not tolerate any decrease in productivity, which may, indeed, occur if employees are unable to resolve their conflicts in timely and constructive ways. Therefore it is vital to recognize where you must step in to help your employees help themselves in resolving their conflict.