Home' Trinidad and Tobago Guardian : April 3rd 2014 Contents Cope with professional
stress as a couple
Work stress can cause us to be impatient
with our partners or to neglect our duties at
home, creating a cycle of anxiety outside the
office that makes work pressures even harder
To cope with work stress as a couple:
Recognise that you and your partner may
have different ways of dealing with stress.
Neither way is "right," so find ways to accom-
modate one another. For example, let a partner
who needs downtime after work have 30
minutes alone, but ask that partner to engage
more later; over dinner or out on an evening
Resist the urge to compare stress levels
with your partner. Learn to simply listen and
offer help. Try to solicit your partner s help
and empathy in your own stress, without
drawing direct comparisons or judging. Each
partner is an equal, and all stressors are valid
(Source: "How Couples Can Cope with Pro-
fessional Stress" by Jackie Coleman and John
Help your people
develop on the job
As much as 90 per cent of learning and
development takes place on the job which
makes sense, since continuous learning is a
key strategy for a sustainable career. In fact,
employees direct managers are often their
most important developers.
Help your team members flourish with
Instead of having a yearly conversation
about career goals during performance reviews,
talk frequently. Regular discussions about
your employees objectives and interests help
them to refine goals and spot opportunities
When planning a group project, ask team
members to identify both how they can con-
tribute and what they would like to learn.
This avoids their volunteering to perform only
tasks that they already know they can do.
Ask employees to report back periodically
to you and fellow team members on what
they have been learning and how they are
using their new skills and knowledge.
(Source: "If You re Not Helping People Devel-
op, You re Not Management Material" by
Succeed as a startup
within an established
New growth initiatives can sometimes dis-
rupt an existing business, but it is possible
to succeed on both fronts. Two tactics can
help an entrepreneurial unit succeed within
a bigger company:
Don t define the battle as "old" versus
"new." Too many people go into existing
organisations and define success as recreating
what is there. Instead, think about how to
utilise existing assets, like a strong network
or a devoted customer base. Take advantage
of those resources.
Bring in new talent sets. Define your unit s
priority going forward (Is it software platforms?
Digital capacity?). Bring in people who under-
stand your goal, and team them up with
people who understand the company. Blending
new and existing talent can be very powerful.
(Source: "How an American Express Executive
Drives Growth" by Dan McGinn.)
within virtual teams
More and more people are working in
remote teams, but few find virtual commu-
nication as productive as face-to-face inter-
action. Fortunately, there are new technologies
and behavioural strategies that can help dis-
persed teams communicate better.
Do a personal and professional check-in.
While it s common for employees who are
co-located to share a recent work success or
personal story before a meeting, such con-
versation is rare within virtual teams. Personal
sharing helps to forge connections, which is
especially important when staff work remote-
ly. Ban multitasking during conference calls.
For productive collaboration, it s crucial that
everyone be mentally present and engaged
during meetings, not working on other proj-
ects or checking email. Make this clear and
call on people often to share their thoughts.
Chances are good they will.
(Adapted from "How Virtual Teams Can
Create Human Connections Despite Distance"
by Keith Ferrazzi.)
BUSINESS GUARDIAN www.guardian.co.tt APRIL 2014 • WEEK ONE
TIPS & TALKING POINTS
When women take over family firms,
UP: A study of thousands of family-
owned firms in Italy reveals that, on
average, replacing a male CEO with
a woman improves a company's profitability, an
effect that becomes more pronounced as the pro-
portion of women on the board of directors in-
creases, says a team led by Mario Daniele Amore
of Bocconi University in Milan. Overall, the more
women on the board of a female-led firm, the
more profitable it is likely to be. The presence of
women directors may make female CEOs feel
more comfortable, improving cooperation and fa-
cilitating information exchange, the researchers
say.(Source: Management Science.)
Children's feelings about brands per-
sist into adulthood
companies' investments in
child-oriented advertising pro-
vide brand bene?ts long after the audience has
grown up, says a team led by Paul M. Connell of
the State University of New York at Stony Brook.
For example, people in the UK who had been ex-
posed to the Kellogg's Frosties character Tony the
Tiger as children and the Cocoa Pops character
Coco the Monkey as adults rated Frosties as more
healthful than Cocoa Pops (3.84 versus 3.24 on a
7-point scale), suggesting that the participants re-
tained warm feelings about Tony from childhood.
The findings raise concerns about child-oriented
ad campaigns for products with potentially ad-
verse health consequences, the researchers say.
(Source: Journal of Consumer Research.)
@2014 Harvard Business School Publishing
Corp. Distributed by the New York Times Syn-
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