Home' Trinidad and Tobago Guardian : March 23rd 2017 Contents BG12 | BIZ TIPS
BUSINESS GUARDIAN guardian.co.tt MARCH 23 • 2017
Stop setting so many
goals for yourself
We tend to spread our energy too thin and try to
accomplish too much. To mitigate the problem, allow
yourself to set only two main goals for the next six
months. These should be big goals, ones you've had
in mind for a long time but never seem to accomplish.
The smaller to-dos on your list should support these
larger goals; but don't let yourself get tunnel vision.
Be willing to question your assumptions regularly and
re-evaluate your goals as necessary. With only two
goals, you'll want to be sure you're actually pursuing
the right things.
(Adapted from "Don't Set Too Many Goals for Your-
self," by Dorie Clark.)
Ask your employees
to run some of your
There never seems to be enough time to properly
plan for a meeting. But the solution isn't to shortch-
ange your meeting prep; it's to let others lead your
meetings. Delegating this responsibility will both free
up your time and develop your staff. It's especially
helpful to give someone else the opportunity to prac-
tice managing conversations with you in the room.
This will give them the extra performance edge that
comes with being watched, and you'll be able to ob-
serve and provide feedback. Before your next meeting,
ask yourself, "Who would get the most benefit from
an opportunity to lead the meeting?"
(Adapted from "Just Because You're in Charge
Doesn't Mean You Should Run Every Meeting," by
Connecting with your
socially awkward boss
Everyone wants to have a good relationship with his
boss, but it can be challenging to form a bond if your
manager doesn't know how to chitchat. Fortunately,
there are strategies you can use to build a connection.
--- Get to know him. Identify your boss's hobbies,
interests and passions, and then make an effort to
connect with him on those topics.
--- Be helpful. Use your emotional intelligence to
help your boss communicate with colleagues, translate
his vision and smooth out his rough edges.
--- Offer perspective. Using empathy, gently provide
feedback to in crease his self-awareness. For example,
you might say, "That comment may not be taken in
the way you intended."
(Adapted from "What to Do When Your Boss Is So-
cially Awkward," by Rebecca Knight.)
Keep your cool
when a colleague
goes over your head
What can you say and do when someone
tries to bypass you? Take a step back and
assess what you know.
Look at the facts, and avoid snap judg-
ments. Could you be misreading the situa-
tion? If you don't know exactly what hap-
pened, try to find out. You can ask your boss
what transpired: "I heard you and Carlos
were talking about his new idea. Is there
anything I should know?" Be sure to main-
tain a casual, non-accusatory tone so your
boss doesn't think you're trying to start a
feud. You can also approach your colleague
in private to hear what he has to say about
the situation. Once you have all the infor-
mation, you can make a rational decision
about what to do next.
(Adapted from "What to Do When a
Co-Worker Goes Over Your Head," by Amy
Set ground rules for
your virtual team
All workplaces need ground rules, but
they're particularly important for remote
work. When a team is spread out among
branch offices, coffee shops and hotel lob-
bies, people may have different ideas about
what's expected of them. Make clear what
kind of latitude and independence team
members can expect, and what resources
will be available to them. If people work
in different time zones, it's critical to set
ground rules around working hours, too.
Managers should think about these ques-
--- What times of day are team members
expected to be available?
--- How will you schedule meetings to
accommodate each person?
--- What should people do if they find their
responsibilities require them to work out-
side their scheduled hours?
Giving the team this kind of guidance up-
front will help them work more effectively.
(Adapted from "Leading Virtual Teams"
from the 20-Minute Manager Series.)
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