Home' Trinidad and Tobago Guardian : March 9th 2017 Contents BG12 | BIZ TIPS
BUSINESS GUARDIAN guardian.co.tt MARCH 9 • 2017
If your boss is
It can be hard to deal with an unpredictable
boss. Maybe he's personable one minute, and
condescending the next. If your boss is like
that, try not to take it personally.
Focus instead on what may be triggering his
ups and downs. It could be something as simple
as low blood sugar. Does your boss come into
the office every morning with a dark cloud
over his head?
Is he most upbeat after lunch? Or perhaps
his outbursts accompany particularly stressful
situations, like a monthly meeting with the
board. Identifying the underlying causes of
your boss's mood swings will help you predict
the next outburst.
(Adapted from "How to Deal With a Boss Who
Behaves Unpredictably," by Carolyn O'Hara.)
3 mistakes to avoid
When you're taking the role of rebel at work,
there are a few pitfalls to avoid:
• Going solo. It’s tempting to think you can
do it all on your own. But you can't. Temper
your ego and collaborate with others to ad-
vance your idea.
• Flunking the pitch. Keep your pitch short—
no more than 15 minutes—and leave lots of time
for discussion. Engagement is the first step
• Giving up too soon. Set small goals and
appreciate the small wins along the way. When
you hit a setback, reflect on your positive pro-
gress to help you stay the course.
(Adapted from "5 Mistakes Employees Make
When Challenging the Status Quo," by Lois Kelly
and Carmen Medina.)
What to do when
you're left out of an
Does this sound familiar? You find out about
an important meeting, one whose outcome af-
fects you and your team, only after it happens.
It's hard not to take that personally. But don't
Reach out to a colleague who was at the
meeting to learn more about what happened.
Then talk with the meeting leader. Refrain from
focusing on your hurt feelings.
Instead of saying "Why wasn't I invited to
that meeting? I should have been there!" try
something along the lines of "I noticed that I
wasn't on the attendee list.
After speaking with Joe about the agenda, I
think it would be helpful if I was in future meet-
ings about this topic." Explain what someone
in your role can contribute to the next meeting.
(Adapted from "How to Respond When You're
Left Out of Important Meetings," by Melissa
Use peer evaluations
to write performance
As a manager, it's your job to make your em-
ployees' performance reviews as unbiased as
possible. One way to make your reviews fairer
is to ask for peer evaluations. Instead of writing
the assessment solely from your perspective,
ask your team members to write evaluations
of one another.
They can then share their reviews with you
and, if they'd like, with the person being eval-
uated. This will give you valuable input from
the people who work closely with the reviewee
every day. It will also help you temper any bias
you might bring to the evaluation and encour-
age your team to be open and transparent with
(Adapted from "Let's Not Kill Performance
Evaluations Yet," by Lori Goler, Janelle Gale and
How to deal with a
situation at work
What should you do if the incentives at your
company seem to be rewarding behaviour that
you believe is bad for your customers or clients,
or maybe even illegal?
Take a step back and make sure you really
understand the situation. Ask yourself: Is this
a practice that's outside the industry standard
or that clearly deviates from best practices?
In what specific ways does it violate ethics,
customers' interests or the law? Does an al-
ternative argument hold merit?
Answering these questions will give you a
better sense of whether your initial judgment
was sound. If you decide that the practice is
clearly wrong, the answers will give you am-
munition to make your case to others.
(Adapted from "When You Feel Pressured
to Do the Wrong Thing at Work," by Joseph L
30%: Entrepreneurs are 30 per cent
more likely to experience de-
pression compared to other people in business,
according to recent research. Some researchers
posit that the reasons are related to the in-
creasing stress and risks related to startups.
takes a toll on workers
40minutes: Every spring, on the Mon-
day after the switch to daylight sav-
ing time happens, Americans head to work with
about 40 minutes less sleep, on average, than
on other days.
According to research published in the Jour-
nal of Applied Psychology, this has a negative
effect: There is an uptick of workplace injuries
reported on that day as compared to other days.
Companies taking a stand
46%: According to a recent survey
of more than 1,000 senior ex-
ecutives around the world conducted by KRC
Research, 46 per cent of respondents from large
companies said that they would prefer that
their firms take public positions on contro-
versial issues like immigration and climate
change. In 2014, that number was 36 per cent.
Perks over pay
80%: According to an annual survey
conducted by Glassdoor on em-
ployee confidence in 2015, most respondents
said that benefits and perks played a major fac-
tor in accepting a job offer, and 80% of work-
ers said that they would rather get additional
benefits than a raise in pay.
according to Pareto
20%: The Pareto principle—named
for Vilfredo Pareto, the early
20th-century economist—states that 20 per
cent of your activities are responsible for about
80 per cent of the value you create.
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