"

!"# %&'&()%)'* *+,-

)..)/*+0) /1%%2'+/&*+1'


"3456 7 /54879: ;< *=3>9
Pumans read" body language and faclal expresslons Lo dlscern lf oLhers are LrusLworLhy, buL
some slLuaLlons - llke change or confuslon - prlme us for dlsLrusL. ln Lhe absence of lnformaLlon,
Lhe braln works overLlme. AfLer all, we're programmed Lo anLlclpaLe harm and proLecL ourselves
from lL. 8uL even when your Leam lacks clarlLy on a slLuaLlon, you can sLlll bulld a LrusLlng
envlronmenL. 1hlnk abouL a Llme when your boss and a colleague sLarLlng meeLlng regularly and
you dldn'L know why. ?ou probably sLarLed wonderlng lf you'd been lefL ouL of an lmporLanL
pro[ecL. Leaders can shlfL people's LhoughLs away from LhreaLs by fosLerlng an open, LransparenL
envlronmenL ln whlch everyone shares and dlscusses as much as Lhey can abouL whaL's really
golng on. 1hls sends a sLrong slgnal Lo everyone's lower braln LhaL LrusL ls ln Lhe alr."

AdapLed from Pow Lo ulspel ulsLrusL aL Work," by !udlLh L. Claser.


-9;? *75@4AB &C;39 D;3=>:5< EF:A D;3 &?;5;B4G:
AdmlLLlng a mlsLake can fall flaL lf you apologlze Lhe wrong way. 1he vlcLlm of your screw-up does
noL wanL Lo hear abouL you. lnsLead ask yourself: Who am l Lalklng Lo, and whaL ls he or she
looklng for ln my apology?
A sLranger or mere acqualnLance wanLs you Lo offer compensaLlon or some redeemlng
acLlon. CompensaLlon can be Langlble, llke paylng Lo repalr your nelghbor's fence when
you accldenLally back your car lnLo lL, or emoLlonal, llke belng exLra LhoughLful.
?our colleague or frlend wanLs empaLhy. When you recognlze and express concern over
Lhe sufferlng you caused, Lhe vlcLlm feels undersLood and valued, and LrusL ls resLored.
?our Leam wanLs an acknowledgemenL of Lhe rules and norms you vlolaLed. 8aslcally, you
need Lo admlL LhaL you broke Lhe code of behavlor of your soclal group or organlzaLlon,
and LhaL you recognlze you leL Lhem down.
AdapLed from 1he MosL LffecLlve Ways Lo Make lL 8lghL When ?ou Screw up," by Peldl
CranL Palvorson.
&H;46 9F: ,49<755> ;< ,;>494H: .::6C7I@
ralse should moLlvaLe your employees, buL ln some cases lL does [usL Lhe opposlLe. Pere's how Lo
make sure poslLlve feedback acLually works:
uon'L cushlon Lhe blow. uon'L rouLlnely say someLhlng nlce" before glvlng crlLlclsm. uolng
so condlLlons people Lo hear poslLlve feedback as a hollow preamble Lo your real
message. Lead lnsLead wlLh your lnvesLmenL ln Lhe relaLlonshlp and reasons for havlng
Lhe conversaLlon.
ralse efforL, noL personal aLLrlbuLes. lnLelllgence, LalenL, or ablllLles are mosLly lnnaLe and
cannoL be acLlvely repllcaLed. lnsLead, compllmenL efforL and explaln exacLly whaL
acLlons prompLed your approval. lf you're speclflc, you'll relnforce Lhe deslred behavlor.
AdapLed from Lhe P88 Culde Lo Coachlng ?our Lmployees.
#
J *4?> 9; "3456 ":99:= #:5794;A>F4?> K49F D;3= )8?5;L::>
When people feel connecLed Lo you, even dlfflculL conversaLlons feel less LhreaLlng. Pere are Lhree
Llps Lo forge sLronger bonds wlLh your employees:
8elaLe whenever you can. vlew every lnLeracLlon as an opporLunlLy Lo geL Lo know
someone a llLLle beLLer. Make a hablL of asklng employees one quesLlon abouL Lhelr work
or Lhelr personal llves each Llme you encounLer Lhem.
1ake noLe of subLleLles. eople seek emoLlonal connecLlon Lhrough counLless small blds"
for aLLenLlon-quesLlons, gesLures, or looks. 1ake sLock of how much you noLlce Lhese
cues . ?ou mlghL also sollclL some feedback from frlends and famlly on how well you llsLen
and respond Lo soclal cues ln general.
8egularly express appreclaLlon. 8esearch shows LhaL Lhe raLlo of poslLlve Lo negaLlve
lnLeracLlons ls 3:1 ln a successful relaLlonshlp. ?ou don'L need Lo pay someone flve
compllmenLs before offerlng crlLlclsm, buL do be mlndful of Lhe raLlo.

AdapLed from Lhe P88 Culde Lo Coachlng ?our Lmployees.

M;K:= #:>4>97AI: CL M4>9:A4AB
When you encounLer opposlLlon Lo an ldea or suggesLlon, you can sLrong-arm your challenger lnLo
geLLlng whaL you wanL, or you can relnforce your relaLlonshlp by llsLenlng. When you coerce an
employee lnLo dolng someLhlng - even lf he complles wlLh your demands - hls lnlLlal reslsLance
wlll fesLer over Llme and may come back Lo blLe you laLer.
When someone doesn'L agree wlLh you, lL's naLural Lo repeaL yourself, ofLen more loudly. lnsLead,
lf you are geLLlng pushback, llsLen. 8epeaL back whaL you've heard Lo make sure you Lruly
undersLand whaL Lhe oLher person means. When you sLop Lrylng Lo convlnce someone and lnsLead
focus on llsLenlng Lo hls polnL of vlew and respecLlng lL, hls reslsLance wlll ofLen dlsappear.

AdapLed from racLlcal 1lps for Cvercomlng 8eslsLance," by Mark CoulsLon.

(4H: .::6C7I@ M4@: 7 -?;=9> /;7IF
As a manager, you play dlfferenL roles aL dlfferenL Llmes - buL Lhe [ob of a manager, [usL llke LhaL
of a coach or Leacher, ls Lo lnsplre people Lo be beLLer. MosL people respond beLLer Lo
encouragemenL Lhan Lo crlLlclsm, so glve pralse when you can. Accordlng Lo Slr Alex lerguson, one
of Lhe mosL successful coaches ln sporLs hlsLory, noLhlng ls beLLer Lhan hearlng: Well done." Pe
says, 1hose are Lhe Lwo besL words ever lnvenLed. ?ou don'L need Lo use superlaLlves." AL Lhe
same Llme, glvlng clear crlLlclsm ls lmporLanL when your Leam members don'L meeL expecLaLlons.
lf you are Loo sofL ln your approach, you won'L be effecLlve - buL showlng your anger all Lhe Llme
doesn'L work, elLher. 1here's no polnL ln harplng on crlLlclsm, plck your momenL, do lL rlghL away,
and conslder lL done. ?our Llmlng and Lone maLLer.

AdapLed from lerguson's lormula," by AnlLa Llberse wlLh Slr Alex lerguson.

!;K 9; &>@ ,=;63I94H: N3:>94;A>
lf you're llke mosL Leam leaders, you probably make more sLaLemenLs Lhan you ask quesLlons -
and some of your quesLlons" are ln name only. When you are genulnely curlous, you wanL Lo
learn whaL oLhers are Lhlnklng - buL when you aren'L, you ask rheLorlcal quesLlons, noL for a real
answer, buL Lo make a polnL. lor example: ?ou don'L really Lhlnk LhaL soluLlon wlll work, do you?"
1hls communlcaLlon sLyle leaves Leam members feellng lnsulLed or defenslve. 1hey wlll LrusL you
less, wlLhdraw, and wlLhhold lnformaLlon LhaL you need Lo make good declslons. lf you already
$
know Lhe answer Lo your quesLlon or you could easy Lack on Lhe phrase you ldloL" Lo Lhe end of
lL, lL's rheLorlcal. lf Lhls ls Lhe case, change your lnqulry Lo a LransparenL sLaLemenL LhaL shares
your vlew, lncludlng your reasonlng and feellngs. 1hen add a genulne quesLlon LhaL helps you learn
more abouL Lhe slLuaLlon and helps lncrease your Leam's curloslLy ln Lhe answer.

AdapLed from lncrease ?our 1eam's CurloslLy," by 8oger Schwarz.

%7O484G: *48: EF:A %::94AB K49F -:A4;= M:76:=>
A meeLlng of mulLlple Llme-sLarved execuLlves ls a masslve commlLmenL of resources. locuslng on
low-sLakes lssues, llke updaLes or presenLaLlons, ofLen wasLes valuable Llme. lnsLead, meeLlngs
among senlor leaders should Lackle Lhe organlzaLlon's mosL crlLlcal lssues. WheLher you're a Lop
execuLlve or [usL meeLlng wlLh fellow managers, Lry Lo concenLraLe on:
lundamenLals, noL lncremenLals. Measure lmporLance by Lhe number of zeros lnvolved: ls
Lhls a $3,000 declslon or a $3,000,000 declslon? lf Lhere aren'L enough zeros, Lhe
declslon lsn'L sLraLeglc enough Lo absorb Llme.
luLure leadershlp. CurrenL leadershlp musL engage Lhe organlzaLlon's up-and-comers Lo
grow Lhe company. uevelop successlon plans and lnclude promlslng leaders ln sLraLeglc
dlscusslons Lo fosLer Lhelr hlgh-level declslon-maklng.
undlscussables. WheLher lL concerns a dlvlslon's performance, Lhe CLC's leadershlp sLyle,
or a confllcL among Lhe senlor Leam, lmporLanL Loplcs noL belng dlscussed can hold your
organlzaLlon back. 8roachlng Lhese Lough Loplcs ls a proven way Lo lmprove
performance.
AdapLed from lour Areas Where Senlor Leaders Should locus 1helr ALLenLlon," by
eLer 8regman.
(;;6 M:76:=> (:9 9; PA;K *F:4= )8;94;A>
8elng Loo emoLlonal can creaLe problems, buL lL can be far less of a problem Lhan holdlng back all
of your feellngs. ?ou may hlde emoLlons ln an aLLempL Lo sLay ln conLrol and look sLrong, buL dolng
so dlmlnlshes your conLrol and weakens your capaclLy Lo connecL and communlcaLe wlLh oLhers. lf
you sLruggle wlLh sharlng your Lrue feellngs, lL mlghL help Lo know LhaL people ofLen don'L show
emoLlon because Lhey're noL aware of whaL Lhey're feellng. ?ou mlghL suppress your anger or
Lemper your exclLemenL wlLhouL even reallzlng lL. So pay aLLenLlon Lo your emoLlons. AL leasL a
couple of Llmes a week, ask yourself, WhaL am l feellng rlghL now?" WrlLe lL down lf you can,
keeplng a regular [ournal can help you undersLand your moods and whaL changes Lhem. 1hen leL
loose a llLLle: LeL your emoLlons ouL, and leL people ln. 8oLh are crlLlcal Lo effecLlve leadershlp.

AdapLed from Cood Leaders CeL LmoLlonal," by uoug Sundhelm.

*745;= D;3= /;7IF4AB 9; -?:I4<4I M:7=A4AB -9L5:>
An effecLlve coach meeLs people where Lhey are. As you coach your employees Lo develop Lhelr
skllls or lmprove Lhelr performance, seL Lhem up for success by undersLandlng how Lhey learn besL
and ad[usLlng your meLhods accordlngly. Some people may prefer learnlng ln Lhe momenL,
Lhrough lnLense experlence and goal-dlrecLed acLlon. CLhers may favor reLalnlng lnformaLlon
reflecLlvely, Lhrough susLalned medlLaLlon and analyLlcal Lhlnklng. Coachlng wlll llkely lnvolve some
comblnaLlon of Lhese Lwo approaches. WlLh people who prefer an acLlve sLyle of learnlng, for
example, communlcaLe dynamlcally and encourage on-Lhe-[ob experlmenLs. WlLh reflecLlve
%
learners, communlcaLe LhoughLfully and allow adequaLe Llme for Lhem Lo rehearse quleLly on Lhelr
own. 8y Lapplng lnLo Lhelr preferred sLyles, you wlll engage employees more deeply and flnd an
approach Lo learnlng Lhey feel moLlvaLed Lo follow. As a resulL, Lhey'll make greaLer-and fasLer-
progress Loward Lhelr goals.

AdapLed from 1he P88 Culde Lo Coachlng ?our Lmployees.

"3456 9F: #4BF9 *:78 ":F7H4;=>
Lven Lhough mosL managemenL sysLems focus on lndlvldual performance, lL's crlLlcal Lo reward
and recognlze your Leam collecLlvely. As a Leam manager, supporL Lhe rlghL group behavlors by:
Lncouraglng collaboraLlon. 1alk abouL your people as a Leam, noL as a seL of lndlvlduals.
lnsLead of Lalklng abouL lndlvlduals' conLrlbuLlons, pralse Lhe common behavlors LhaL
conLrlbuLe Lo Lhe Leam's overall success.
LvaluaLlng Leam performance. Lvery slx monLhs or so, Lake a close look aL Lhe group's
progress. uon'L menLlon lndlvlduals ln Lhls appralsal buL focus on whaL Lhe Leam has
done-and can do-LogeLher.
uslng rewards. lf you are able, Lle a porLlon of your organlzaLlon's dlscreLlonary
compensaLlon Lo Leam performance. lf you don'L conLrol Lhe purse sLrlngs, Lry
recognlzlng your Leam's hard work ln a publlc way-Lhrough a deparLmenLal emall or
even dlsplaylng Lhelr plcLure ln a common space-or glvlng Lhem exposure Lo senlor
leaders.

AdapLed from Pow Lo 8eward ?our SLellar 1eam," by Amy Callo.
M7AB37B: +> 7A 1C>97I5: 9; /F7AB:
Language can be a shorLcomlng. 1hlnk abouL 1v show." lL's a Lerm LhaL's been around slnce Lhe
1940s, and has survlved lnLo Lhe mulLl-plaLform presenL. 8uL, ln some cases, Lhe Lerm [usL doesn'L
cuL lL. neLfllx, for example - l.e., noL a ma[or 1v neLwork - produced Pouse of Cards, and
allowed fans Lo sLream Lhe pollLlcal drama Lo a hosL of dlglLal devlces. 8uL neLfllx recelved some
push back for releaslng Lhe eplsodes" - language, agaln - ln one fell swoop lnsLead of
eplsodlcally. Why? Well, LhaL's noL Lhe sLaLus quo for a 1v show. uo you see Lhe problem here?
CuLdaLed language has a way of cloudlng our [udgmenL. And lf lL weren'L for our lnslsLence on
hanglng onLo old Lerms, we'd probably be more open Lo change.
SCu8CL: Can ?ou lnvenL SomeLhlng new lf ?our Words Are Cld? by ueborah Mllls-Scofleld

": D;3=>:5<Q C39 R;AS9 1H:=>F7=:
A rlse ln Leam-based workplaces has helghLened Lhe demand for managers who are auLhenLlc"
and lnsLanLly lnLlmaLe." 8uL sharlng your LhoughLs, feellngs, and experlences aL work can
someLlmes backflre. Pere are a few polnLers for effecLlve-and auLhenLlc-self-dlsclosure:
Conslder relevance. 8efore sharlng personal lnformaLlon, ask yourself lf lL's germane Lo
Lhe slLuaLlon. Make sure lL conLrlbuLes Lo Lhe overall goal of bulldlng LrusL and
engenderlng beLLer collaboraLlon.
undersLand Lhe conLexL. Some socleLles are more lncllned Lhan oLhers Lo dlsclose personal
lnformaLlon. lnvesLlgaLe reglonal and organlzaLlonal norms abouL sharlng so LhaL you'll
know when lL's besL Lo keep quleL.
&
uelay or avold very personal dlsclosures. ln some workplaces, you wlll evenLually flnd lL
safe and helpful Lo share, ln oLhers you'll reallze lL's unwlse Lo do so.

AdapLed from 8e ?ourself, buL Carefully," by Llsa 8osh and Lynn Cffermann.
R;AS9 ,39 1<< *;3BF R:I4>4;A>
When lL comes Lo organlzaLlonal change, maklng blg declslons ls cognlLlvely and emoLlonally
Laxlng. 8uL when Leam leaders fall Lo declde whlch old dlrecLlons need Lo be sacrlflced ln servlce of
Lhe new dlrecLlon, Lhe Lradeoff doesn'L maglcally dlsappear - lL slmply slldes down Lhe ladder.
1rlckle-down Lradeoffs creaLe Lwo ma[or problems for change efforLs:
1eam mlsallgnmenL: When a Leam leader avolds Lhe dlscomforL of decldlng prlorlLles, each
Leam member has Lo declde whaL her prlorlLles are - and lL's hlghly unllkely LhaL
everyone wlll lndependenLly arrlve aL Lhe same concluslons.
oor [udgmenL: Maklng Lradeoffs depleLes our overall menLal capaclLy. When your Leam
has Lo spend a long mornlng maklng Lhe Lradeoffs LhaL leaders haven'L, lL easlly leads Lo
long afLernoons of maklng poor cholces for Lhelr cusLomers, Lhelr workloads, and Lhelr
budgeLs.

AdapLed from 1o Move Ahead ?ou Pave Lo know WhaL Lo Leave 8ehlnd," by nlck
1asler.
R;AS9 )O9:A6 9F: R:7654A:T,57A ":99:=

?ou may wanL Lo reLhlnk posLponlng LhaL deadllne. AlLhough lL's a rellef Lo be glven" more Llme,
we rarely use exLenslons wlsely, lnsLead, we lose moLlvaLlon, procrasLlnaLe, and wlnd up faclng Lhe
same slLuaLlon agaln laLer. Address poor Llme plannlng wlLh Lhese Llps:
ShorLen Lhe dlsLance Lo your ulLlmaLe goal. 1hls wlll keep moLlvaLlon hlgh, and keep Lhe
pressure on for procrasLlnaLors. lmpose lnLerlm deadllnes, breaklng a larger ob[ecLlve up
lnLo mlnl-LargeLs spaced ouL sLraLeglcally ln Llme. 1hese deadllnes need Lo be meanlngful,
Lhough- lf lL's no blg deal Lo mlss Lhe deadllne, Lhen lL's noL a real deadllne.
8ecome a reallsLlc [udge of how longs Lhlngs wlll Lake. Conslder how long lL's Laken Lo
compleLe slmllar pro[ecLs ln Lhe pasL, and Lry Lo ldenLlfy Lhe ways ln whlch Lhlngs mlghL
noL go as planned. 8reak Lhe pro[ecL down ln deLall, esLlmaLlng Lhe Llme needed Lo
compleLe each sLep and allowlng for snags ln your schedule.


AdapLed from Pere's WhaL 8eally Pappens When ?ou LxLend a ueadllne," by Peldl CranL
Palvorson.

!;K 9; %7A7B: -;8:;A: D;3 R;AS9 M4@:

lf you're llke mosL leaders, you probably gravlLaLe Lowards dlrecL reporLs who acL nlce and don'L
dellver bad news. 8uL lL's ofLen Lhose who provoke or challenge you-Lhe people you llke less-
who prompL new lnslghLs and help propel Lhe group Lo success. When you dlsllke an employee
you mlghL-consclously or noL-mlsmanage hlm, LreaL hlm unfalrly, or fall Lo see Lhe real beneflL
he can dellver. 1o geL Lhe mosL ouL of someone you don'L llke:
'
Learn how Lo handle your frusLraLlon. uon'L leL your dlsLasLe show. Lveryone wanLs Lhelr
boss Lo llke Lhem, and your employee mlghL presume LhaL any dlsapproval has Lo do wlLh
hls performance. 8emaln falr, lmparLlal, and composed.
Check your blas. lf you're havlng Lrouble belng falr, seek counsel from anoLher manager
who ls famlllar wlLh Lhe employee's work. Ask wheLher your evaluaLlon maLches Lhe
ouLslder's.
keep an open mlnd. lL mlghL help Lo spend more Llme wlLh Lhe problem employee,
perhaps by collaboraLlng on a dlfflculL Lask. 8emember LhaL perspecLlves change, and your
favorlLe employee Loday mlghL become your leasL favorlLe Lomorrow.

AdapLed from Pow Lo Manage Someone ?ou uon'L Llke," by Amy Callo.