Management Blog

The power of everyday leadership

Leadership doesn't necessarily have to be something that is confined to the workplace. In this TED Talk Drew Dudley explains the concept of 'everyday leadership' and how it can improve the lives of others.

Why tackling fear overcomes procrastination

The key to overcoming procrastination is to understand why you are putting off work on a substantial or important project, according to this Harvard Business Review blog post.

Writer Peter Bregman writes that despite the belief of many that procrastination occurs when a person is too busy or doesn't know where to start, fear is generally the reason why projects are delayed.

The solution, according to Bregman, is not to ignore fear but to acknowledge it before anxiety starts to build:

"When you acknowledge that fear, you're acknowledging that you might not have all that it takes to meet your expectations; you might not have all the tools, information, skills, etc.

"Admitting that, in turn, reduces your expectation of getting it perfect right off the bat," he writes.

The other benefit of facing up to your fear is that it drives you to recognise that you may not have all the tools, data, skills or support to complete a project.

Once again, realising this is a big step towards developing a solution.

The benefits and threats of team proximity

New research suggests coworkers who have their desks placed close to each other produce higher quality collaborative work, this Harvard Business Review blog post reports.

The findings are based on a Harvard Medical School study that found coauthors of medical research who worked in close proximity were more likely to produce successful outcomes.

Based on these findings researchers say that despite the growing use of the internet for collaborative purposes it is still important to create built environments that enable frequent physical interactions.

Blog post author Bob Frisch argues that while many organisations are adhering to the collaboration trend by placing top managers on the same floor it is important to consider some potential drawbacks.

One pitfall is that grouping senior managers together means all their direct reports are placed in other parts of the building, a positioning that can compromise top down team collaboration.

In order to tackle this situation Frisch makes a number of suggestions including the provision of two offices for executives, one with their peers and another with their direct reports.

The regular blocking out of time for senior managers to sit with their team to foster spontaneous and unstructured interactions is another option.

Is it okay to say no?

One of the most powerful ways to increase your personal productivity is to learn when it is appropriate to say no.

Writing for management-issues, Mike Bobinski explains that saying no to a request doesn't necessarily mean a person is belligerent or difficult but can instead reveal a mastery of time management.

It's suggested not agreeing to every request for assistance means a worker is less likely to become overloaded or feel overwhelmed and, as a result, will avoid being distracted from achieving core tasks.

And it appears face-to-face requests aren't the only problem with increased online media use exacerbating the issue of work overload.

"With today's multiple communication channels we're more aware of what's happening: dozens of events that could benefit us, as well as hundreds that won't.

"Not only does this require us to make more decisions, but the mere conveniences of technology can also infiltrate our boundaries and diminish our effectiveness," Bobinski writes.

Of course it's unrealistic to say no to everything. Accordingly, it's suggested workers think carefully about which requests will take them off an intended course and if the cost outweighs the benefit.

But will this approach work with the boss? If you're curious about how to say no to someone who's above you in the food chain, you'll find some suggested responses here.

The art of plugged-in communication

Despite its name the new book The Plugged-In Manager by Terri Griffith isn't about cyborgs but instead describes a roadmap on how to use technology to better connect with staff and other stakeholders.

A recent review by management-issues claims the book reveals three important themes for those managers keen to find contemporary ways of connecting. In brief, these themes are:

• Stronger people skills – managers need to be plugged in to the lives of staff in order to keep communication flowing and engage on a psychological level
• Don't avoid connections – rather than being a means of hiding from the world being plugged in reinforces the need make to social and mental connections that add value to people's work
• Audit information flow – the plugged in manager ensures information flows freely across the organisation and that processes are in place to achieve this

The full review and an interview with the author can be found here.

How to identify the right job candidate

Sifting through resumes in a bid to find the right candidate is never an easily process. It is however one that can be made more effective by following a few rules, this Time post argues.

To help managers navigate the recruitment process post author and CEO Matthew Swyers offers his tips for resume filtering and job interviews. In summary these are:

• Look for attention to detail – it's a cliché for good reason, smart candidates deliver on the finer details of their application
• Proof-read – a typo here and there indicate the candidate may drop the ball if hired
• Preparedness – ask candidates what they did to prepare for a job interview
• Communication etiquette – strange or inappropriate email addresses and a poor phone manner should ring warning bells
• 100 per cent honesty is overrated – a "too truthful" answer to a difficult question can reveal a lack of judgement

'Quicksilver' careers gain momentum

There can be little doubt Generation Y is remolding workplace environments, but one change that's coming the world's way in 2012 is particularly radical, according to this Fast Company feature.

The article claims the new 'quicksilver' world of work is increasingly seeing younger professionals chop and change careers every four years.

In a trend that's likely to be reflected locally, statistics reveal the median number of years a US worker has been in his or her current job is just 4.4 years.

Researchers claim the move towards shorter careers reflects the insecurity, risk and volatility of current economic conditions as well as the shift towards more contract and freelance work.

But one complication of the trend is the difficultly experienced by hiring managers who must differentiate between the aimless or difficult to work and genuinely talented job hoppers.

The answer, according to a HR person from YouTube, is to ask the right questions in order to identify candidates who have changed careers to grow as a professional and expand their scope.

What do you think – do highly mobile job candidates usually have the right stuff?

Building mindfulness at work

Mindfulness is one of the most important tools a manager can employ to bring out the best in people, according to this recent Harvard Business Review article.

And rather than being a difficult or even mystical process, mindfulness is described as being a goal that's well within reach of every manager.

It's suggested the key to success is to find ways to foster the capability, resilience, compassion and well being of a workforce as a result of following these principles:

Forget one-off events – encouraging mindfulness is an on-going process that involves a mixture of large group meetings, small sessions, individual coaching and solo practice

Focus on reflection – mindfulness is not about religion or specific belief systems, it revolves around building a capacity to turn insight into deliberate, dedicated and regular practice

Have a community focus – it's claimed mindfulness is most effective when individuals are part of a community in which they can grow together

Make it available to all – don't limit mindfulness programs to top performers, instead make it a voluntary program that's available everyone at the workplace

Context is the key to good decision making

Most people ignore the influence of ordinary situations on how they act and think, an oversight that can mean the difference between success and failure, the new book Situations Matter argues.

In this video author Sam Sommers says that appreciating the context in which decisions are made helps people better understand how to make smart decisions in both work and personal lives.

Are entrepreneurs born or made?

When it comes to entrepreneurial talent it could all be in the genes, according to a new study.

Research by Case Western Reserve University, Kings College London and University of Cyprus has found genes influence whether people start a business, are self-employed or business owners.

The researchers also suggests the same genes that determine if a person is extroverted, open to experience, disagreeable and sensation-seeking can also influence the decision to start a business.

It's claimed there is no single set of genes for entrepreneurship, with hundreds of genes potentially influencing whether or not a person becomes a business owner.

Ultimately these genes influence broader categories of behaviours, one of the most important of which is the pursuit of novelty.

The full story is available at Entrepreneur.