Home' Trinidad and Tobago Guardian : April 27th 2017 Contents BG12 | BIZ TIPS
BUSINESS GUARDIAN guardian.co.tt APRIL 27 • 2017
Should your goals be
rigid or flexible?
There are two ways to approach your goals:
You can be flexible, and let the next steps evolve
as you work toward your objective, or you can
be rigid, and set specific actions to take. To
decide which approach you should use, ask
yourself how difficult your goal will be to
achieve, how invested you are in achieving it
and what else you have on your plate.
In situations where your goal is relatively
simple and you're highly motivated to achieve
it, a flexible approach typically works best. In
situations where the change required is diffi-
cult and you feel less engaged, lay out a firm
sequence of steps.
(Adapted from "When to Set Rigid Goals, and
When to Be Flexible," by Steve Martin and Helen
New managers, be
consistent to show
When you're a new manager, employees
quickly form opinions of you based on what
you say and what you do. You can show that
you're trustworthy by being consistent. Align
your actions with the values you profess. For
example, if you emphasise rigour and accuracy
to your team, you should vet your own infor-
mation carefully and invite them to question
Keep your promises and model ethical be-
haviour from day one, even if it means making
an unpopular decision. By behaving consist-
ently, you teach people that they can interpret
your actions in a straightforward way, without
worrying about your intentions.
(Adapted from the "Harvard Business Review
To handle a work
Some people might tell you that the only way
to manage a work disagreement is to straighten
things out right away. But that isn't always true.
Sometimes, your best option is to do nothing
--- let the comment go or simply walk away.
Doing nothing isn't a cop-out.
In fact, we do it all the time without even
realising it. It's a smart choice if you don't have
the energy to invest in a difficult conversation,
or if you suspect the other person might be
unwilling to have a constructive discussion.
But this approach won't work if you're likely
to stew about the disagreement or act pas-
sive-aggressively toward your counterpart.
Only do nothing if you can put the conflict
(Adapted from the "HBR Guide to Dealing
With Conflict," by Amy Gallo.)
When you invite others to contribute to a
project, respect their time and show up pre-
Bring together the people who are closest to
the problem. Be clear about who is coming and
why, and spend time considering how you're
going to tackle a problem. In some situations,
it may make sense to keep the conversation
open-ended and brainstorm with team mem-
bers by saying: "What do you think? What's
In other cases, it may be simpler to share
your views and ask others to weigh in: "I value
your input. Here's what I'm thinking. What am
I not taking into consideration or factoring in?
What resonates, and what doesn't?"
(Adapted from "How Managers Can Make
Group Projects More Efficient," by Amy Jen Su.)
When speaking out
against bias, choose
Almost everyone has observed bias in the
workplace. Perhaps you've been in a meeting
and heard someone joke about a particular
group of people.
Objecting to such situations is difficult, so
if you speak up, think carefully about whom
you're speaking to. If the person making the
off-colour or offensive joke is a peer or sub-
ordinate, directly addressing the issue with
them can be effective.
But if the person is a superior or has more
power than you do, it may be prudent to talk to
a trusted colleague who can provide support,
help identify the right person to speak with
or maybe even raise the issue on your behalf.
No matter what you do, try to remain calm.
Don't let your feelings undermine your mes-
(Adapted from "How to Speak Up If You See
Bias at Work," by Amber Lee Williams.)
Dreaming of a different job
70%: According to research from the Fami-
lies and Work Institute, 70 per cent of Amer-
ican workers say that they dream of having a
different job often.
Slight decline for life
expectancy in uS
78.8 years: According to data from the Na-
tional Centre for Health Statistics, the average
life expectancy for Americans declined in 2015
by 0.1 years to 78.8 years.
communication with CEOs
17%: A recent survey of more than 2,300
workers across 15 countries found that only 17
per cent of respondents rated communication
from their company CEOs highly.
Brands on Facebook
80%: According to recent data, 80 per cent
of Fortune 500 companies have active pages
on Facebook, all enticing followers to engage
with their brands.
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