Home' Trinidad and Tobago Guardian : June 18th 2015 Contents and opportunities for growth.
For example, say, "Frank is leaving. Is
there something that he does that you have
an interest in learning or trying?"
Coordinate with human resources to list
a job opening as soon as possible. This helps
your team understand that this is temporary.
Ask them for input on what skills, experience
and qualities they want in the new hire.
Perhaps they know someone who would be
a good fit, or an internal promotion might
be in order.
(Adapted from "When an Employee Quits
and You Didn t See It Coming," by Rebecca
Get better at remembering
It s a problem many of us have experi-
enced: You meet someone new and two
seconds later you can t remember his name.
This is hugely important in building business
connections, so here are a few tips:
• Get it right the first time. If you re
introduced to someone and don t catch her
name right away, ask her to say it again. If
it s a name you don t recognise, ask about
its origin or how it s spelled.
• Use it right away. "It s nice to meet you,
John." Don t overdo it, but try to work the
name into the conversation a few times as
you start talking.
• Ask for a business card. Don t just stick
it in your pocket. Take a look at it and com-
ment on the logo or something else while
you focus on the name.
• Connect the name to something familiar.
This will help you remember it later.
(Adapted from "How to Remember a
Name," by Diane Darling.)
BUSINESS GUARDIAN www.guardian.co.tt JUNE 2015 • WEEK THREE
TIPS & TALKING POINTS
Enough with the late-night
If it s 11 pm and you ve just remembered something
your team needs to do tomorrow, it might seem like
a good idea to send them an email while you re think-
ing about it. Well, it s not. If you re emailing late at
night or on weekends, most employees think a late-
night response is required; or that they ll impress
you if they respond immediately.
Making them be "always on" hurts results. A frantic
environment that includes answering emails at all
hours doesn t make your staff more productive. It
just makes them busy and distracted. When they re
constantly monitoring their email after work, they
are missing out on the essential downtime their brains
Creativity, inspiration and motivation are depletable
resources that need to be recharged. So refrain from
after-hours communication and be clear about expec-
tations. Set up policies to support a healthy culture
that values downtime.
(Adapted from "Your Late-Night Emails Are Hurting
Your Team," by Maura Thomas)
Stop putting off your
We often procrastinate when there s too much to
do, we dislike a task or we don t know where to start.
If you figure out which of these is blocking you, you
can determine next steps and get it over with. Some
tips can help you get focused on the task at hand,
even when you don t want to:
• Set deadlines for yourself in advance. Slot tasks
into your calendar so you don t end up saving every-
thing until the last minute.
• Reward yourself. Take a coffee break or go talk
to a colleague once you ve finished a particularly
dreaded task. Or save a task that you do like for after
you ve finished the one you don t.
• Get help. If the problem at the outset is that you
don t know how to start the project, work with a
colleague who can help you. This gets you unstuck
and holds you accountable.
(Adapted from "Getting Work Done" from the 20-
Minute Manager series.)
debate at work
One of the myths about "great workplaces" is that
conflict is rare. We believe that workplace disagree-
ments are undesirable, that they re distracting and
hurt productivity. But research reveals that in many
cases, disagreements fuel better performance. While
personality clashes, or differences in values, can
indeed be detrimental, conflicts that center on how
work is performed can produce better decisions and
stronger financial outcomes.
Healthy debate encourages group members to think
more deeply, scrutinise alternatives and avoid pre-
mature consensus. The experience of open deliberation
can actually energise employees by providing them
with better strategies for doing their job. Instead of
avoiding disagreements to maintain group harmony,
create an environment in which thoughtful debate
When no one is challenging you to think differently,
you get stuck doing things the way you ve always
(Adapted from "5 Myths of Great Workplaces," by
Keep your team calm after
someone suddenly quits
When an employee quits unexpectedly, managers
face a big operational challenge: How are you going
to cover his responsibilities without overburdening
the rest of the team?
First, share the news. Explain the situation and
assure your team that you re working hard to find
a suitable replacement. Acknowledge that they will
have a "workload problem" for a while, but use the
departure as an opportunity to talk about their careers
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