Drishtique Worldwide

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23/10/2015

How Recruiters Should Ask About Culture Fit

Culture fit is the glue that holds an organization together. That's why it's a key trait to look for when recruiting. It's important to understand, however, that hiring for culture fit doesn't mean hiring people who are all the same. The values and attributes that make up an organizational culture can and should be reflected in a richly diverse workforce. Here are some questions that will help assess someone's culture fit in an interview:

- What type of culture do you thrive in?
- What values are you drawn to and what's your ideal workplace?
- Why do you want to work here?
- How would you describe our culture based on what you've seen?
- What best practices would you bring with you from another organization?
- Tell me about a time when you worked with/for an organization where you felt you were not a strong culture fit. Why was it a bad fit?

09/10/2015

Lead Your B-Level Players to A-Level Success

Can a team of B players achieve A+ success? Research says yes – but only with an A-level leader. Effective leaders can have a variety of styles, but they share certain characteristics: superior judgment, which helps them make good decisions and learn from mistakes; high emotional intelligence, which helps them stay calm under pressure and build relationships with their teams; and high ambition, which pushes them to high performance. In addition, there are four tactics any leader can use to make their teams more effective: Have a strong vision that motivates your team with tactics, a plan of attack, and milestones. Use analytics to help your team make smarter, better decisions with data. Give feedback to be honest about team members’ limits and help them improve. And foster morale by encouraging team bonding. When people care about each other, they raise their performance for each other too.

08/10/2015

The Right Prep Makes Conferences More Productive

Conferences are an overwhelming rush of presentations, conversations, and potential meet-ups, and it can be tough to know where to focus your time. One thing that can help is to pre-introduce yourself. A week or two before the conference, think about who you really want to get to know and then carve out time to achieve that goal. Create a “priority wish list” of people you’d like to connect with. Send them an email introducing yourself (if possible, get an intro from a mutual friend or colleague). If the person is presenting, tell her you’ll be at her session. There’s a lot of fear when presenting that no one will attend your session, so the fact that you’re making the effort will be appreciated. If the person is not presenting, invite him for coffee or see what sessions he’s excited about. Then ask, “Can we sit together?”

06/10/2015

The Right Way to Switch Jobs

Everyone has advice about the best way to switch jobs, but how do you know who’s right? If you’re thinking about leaving, here’s what the experts say you need to know:

1. Staying at a job for 1-2 years is no longer necessary. Seventy percent of people quit their jobs within two years, so employers have become more accepting of job-hopping.

2. Consider telling your boss you’re looking for a new job. She may want to try to keep you by offering more money or flexibility.

3. But be wary of accepting your company’s counter offer. There was a reason you started looking for another job in the first place.
Make sure you address those issues before accepting an offer to stay.

4. Focus on interesting work, not title and compensation. More money and a fancier title rarely make us happy. Instead, look for autonomy, mastery, and purpose in your next role.

01/10/2015

Your Team Members Shouldn’t Always Agree

Team leaders want to nurture creativity. That’s why team building is often a high priority, because cohesion is supposed to help team members work together to achieve their goals. But you should avoid fostering too much cohesion. When it comes to creativity, the best teams fight a little (or even a lot). Structured, task-oriented conflict means that new ideas are being submitted to the group and tested. If your team always agrees, that might mean people are self-censoring their ideas or not generating any new ideas at all. Research suggests that when teams forgo traditional brainstorming rules and engage in debate, they end up with more and better ideas. As a leader, it may seem like your job is to break up fights, but don’t be afraid to act as a referee instead. Allow disagreements over ideas to unfold, while making sure it stays fair and doesn’t get personal.

28/09/2015

Two Ways to Grow at Work Without a Promotion

If you’re feeling stalled in your career but a promotion isn’t on the table, you can find other ways to grow. Lateral moves within your organization, for example, can be a great way to build new skills and relationships and get exposure to different products or services. You can explore new internal opportunities by conducting internal informational interviews with leaders of other divisions, taking on assignments involving other business units, or volunteering to move to a staff function that transcends units, such as finance, HR, or operations. You can also reshape your role as a way to grow without a formal promotion. Consider what’s on your supervisor’s plate (Does she have responsibilities you’re willing to take on?) and what’s been said in employee and customer surveys (Are there needs the organization isn’t meeting that you have the skills to respond to?) to find opportunities.

23/09/2015

To Get More Done, Let Your Mind Wander

Thanks to our smartphones, tablets, and laptops, it’s easy to be working all the time. But our devices can actually make us less productive by interfering with an important mental process: daydreaming. To be effective, our brains need opportunities to be “off,” which is hard when we’re constantly taking in new information through our devices. And research has found that letting our minds wander facilitates creativity and long-term thinking. If we’re facing a challenge that needs new ideas, we’re more likely to find some if our minds drift away from the problem for a while. So the next time your mind starts to wander, let it. Don’t check your favorite website or your email. Instead, walk to a window and think about the people and cars going by, close your eyes and notice the sounds around you, or go for a short walk. And remember: leave your device behind.

18/09/2015

Align Your Goals with Your Manager’s

When you’re negotiating with your manager over something you want (a raise, a project, getting to work from home), you have to speak in terms of your manager’s agenda, not your own. That way your request won’t immediately sound like an additional burden. So instead of just saying what you want (e.g., “I need a raise because I think I deserve it,”), reframe your request to show how your manager will benefit too (e.g., “I’m excited about the effort you’re leading and I want to make sure I’m only rewarded for making an impact. Here’s a proposal for how I think I can best help.”) This increases the chances you’ll be heard. Here’s another example: Instead of “I want to lead a high-profile project so I can get promoted,” rephrase your request: “I think I can really help move the needle on your objective by doing this big project.”

16/09/2015

Persuade by Winning Hearts or Minds - but Not Both

We’ve all heard that persuading other people requires winning both their hearts and their minds. But trying to leverage both emotion and logic can actually make you less influential in some situations. To create the strongest foundation for your argument, decide up front which tactic will be more compelling to your audience. Winning hearts is effective for piquing interest in an idea, increasing people’s performance or commitment, or helping a team that’s struggling with conflict. Connect with your audience by using vivid descriptions and sharing personal stories. Show how your idea will benefit them personally. Winning minds is better for overturning a past decision, addressing a highly complex problem, or convincing an analytical, data-driven person to agree with you. Use proof and your expertise to demonstrate why your idea warrants attention. Highlight the analysis you’ve done, and discuss your idea’s benefits in very tangible ways.

15/09/2015

Think of Your Next Presentation as a Performance

Whether you’re giving a presentation in a conference room or telling jokes in a comedy club, storytelling is the best way to keep your audience hooked. Keep these tips in mind to make your next presentation more engaging:

- Take a bar exam. Imagine you’re in a noisy bar with only napkin drawings to tell your story. If you can make it work there, you can make it work anywhere.

- Be immediately interesting. Your first line or two sets the tone for the whole presentation.

- Simplify and exaggerate. Your audience can only remember a few details, so streamline your delivery and exaggerate the main points.

- Close strong. People instinctually crave strong, simple resolutions. Refer back to your opening lines to bring the story full circle.

14/09/2015

Beware of Humblebragging About Yourself

We all want to make a good impression on other people, whether it’s during a job interview, a meeting with a new client, or a first date. But our intuition about what creates a positive impression is often wrong. For example, “humblebragging” is a common way to respond to interview questions such as “What’s your greatest weakness?” (“I’m bad at saying no, so I end up helping other people too often.”) But researchers have found that humblebraggers are viewed as less likeable than people who straightforwardly brag or even people who complain. When someone humblebrags, he sounds inauthentic, like he’s saying something strategic instead of something honest. We evaluate other people more positively when they try to be themselves, so the best strategy is just to be honest about yourself – even if what you’re being honest about is how great you are.

08/09/2015

Make Sure Your Team’s Work Styles Are Balanced

As a leader, it’s important to understand your work style and the styles of your employees: Prioritizers focus on goals, deadlines, and facts. Planners ask how the project will be delivered and completed. Arrangers want to know who the stakeholders are and who else should be involved. Visualizers consider why the project matters and what the end of the project will look like. All four types of people bring a valuable perspective to the table, and companies need all four types to remain competitive. Realistically, your team probably won’t have a balance of all four styles, but you can bring on new members or call in outside experts to bridge the gaps. And if your team is heavily weighted toward one or two styles, recognize the value in balancing it. Work style diversity ensures you’ll have people focusing on both the big picture and the details.

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