Home' Trinidad and Tobago Guardian : September 3rd 2015 Contents a project, when you want feedback to stick,
when you re communicating change, etc.
To direct less and persuade more, focus on
appealing to someone s emotions. If you re
trying to motivate an employee to improve
his performance, for example, speak to his
future using an emotionally compelling
story: "Someone in engineering once spear-
headed a similarly wild idea - and the risk
paid off. This is something I see you doing
(Adapted from "How to Get Employees
Excited to Do Their Work," by Kelly Decker
and Ben Decker.)
Are you acting like a
You have to get along with others to get
things done, right? Yes ... to a degree. You
want to be cooperative, but you don t want
to be seen as a pushover. Watch out for
these signs that you ve taken being the good
guy too far; chances are that if you re feeling
these things, other people are noticing them
• You kick yourself for not speaking up
in meetings. You only realise your point of
view on something after the discussion ends.
• You blame your colleagues for not giving
you a chance to speak.
• You feel overwhelmed and pulled in
• Your calendar is all back-to-back meet-
ings, with no time to focus on yourself or
your critical priorities.
• Your peers get promoted before you.
(Adapted from "Signs That You re Being
a Pushover," by Amy Jen Su.)
@2015 Harvard Business School Publishing
Corp. Distributed by the New York Times
BUSINESS GUARDIAN www.guardian.co.tt SEPETEMBER 3 • 2015
TIPS & TALKING POINTS
To get people's attention,
cut to the chase
With people being constantly bombarded with
requests, it can be tough to get your colleagues atten-
tion. That s why it s important to cut to the chase
about what you need someone to do, when and why.
Whether you re sending an email, making a presen-
tation or talking to your boss:
• Start with what you want. Provide the most
important information upfront and ask for what you
need. "John, I need your advice about the product
• Set the scene. Provide just enough context so
the audience can follow along. "To refresh your mem-
ory, the event we have planned is ..."
• Explain the reason. What prompted you to deliver
the message? "We need to figure out how to motivate
the vendor to meet marketing s deadline."
• Connect to the big picture. Why should your
audience care? "This is a critical step toward meeting
our unit s goal of 65 per cent customer retention."
(Adapted from "How to Get Your Colleagues Atten-
tion," by Amy Gallo.)
in a job interview
The most important thing to get across in an inter-
view is not that you are smart and motivated; it s
that you are trustworthy. Trustworthiness is the fun-
damental trait that people automatically look for in
others. To be seen as trustworthy, you need to demon-
strate warmth and competence.
Warmth signals that you have good intentions,
and competence signals that you can act on those
good intentions. If you follow the usual interview
advice and only focus on highlighting your compe-
tence, the interviewer may end up a bit wary of you.
One way to project warmth and competence is by
asking your interviewer questions. For example, you
might show interest by asking, "So how did you come
to be (current role) at (company)?" or "What are you
currently working on?" The answers might reveal
similarities in your background, experience or goals,
and help you connect.
(Adapted from "How to Show Trustworthiness in
a Job Interview," by Heidi Grant Halvorson.)
Know whether you're a conflict
avoider or a conflict seeker
Most of us either shy away from conflict or seek
it out. It s important to know what you tend to do
before getting into a heated debate, so that you ll be
able to adjust your approach depending on the sit-
uation at hand. Ask yourself some of these questions
about your current and previous relationship with
conflict to develop stronger self-awareness:
• Thinking about the past, were you always more
of a fighter? Or did you tend to accommodate oth-
• Look back over particular moments of conflict
early in your life or career were you rewarded or pun-
ished for your approach?
• When you think about conflict now, do you get
a pit in your stomach and feel like fleeing? Or does
your heart race and you feel the urge to jump in?
• The last time tensions got high with someone
at work or at home, how did you react?
(Adapted from "HBR Guide to Managing Conflict
at Work," by Amy Gallo.)
Focus on persuading
employees, not directing them
We often believe that the most effective way to
manage is to directly tell people what to do. But this
doesn t inspire much enthusiasm because no one
wants another task they have to do.
People want to be called to do something greater.
So instead of directing your team, aspire to inspire
them. This shifts their response from "I have to" to
"I want to." There are opportunities to do this every
day: when you want to empower someone to own
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