Keep Write

Going back to work is tough for any new parent, but the transition is especially difficult for those suffering from postpartum depression. (Remember, postpartum depression affects both women and men.) If you manage someone who has recently had a baby, pay close attention to how they’re doing — a parent’s struggle doesn’t always show on the outside. Some people may overcompensate by working too hard, while others may show a loss of enthusiasm. Familiarize yourself with the services your firm offers — which may include groups for working parents, health care coverage for counseling, or post-natal yoga or meditation classes — so that you can help your employee access support. Offer options such as flex time, telecommuting, gradual return, or peer mentoring. In fact, it’s a good idea to offer these things to all team members so that the new parent doesn’t feel singled out. Find ways to make supporting employees and their mental health part of your culture. Adapted from " What Managers...

When managers delegate too often, their employees feel abandoned and unmotivated. There are a number of warning signs that you over-delegate, from miscommunicating with your team, to hearing about issues at the last minute, to misunderstanding how your employees set priorities. But the solution isn’t to overcorrect and start doing a bunch of low-level tasks. One approach is to signal that you’re reengaging by taking on a project that’s closely tied to your team’s work. Another is to reset expectations with your team. Use an offsite or planning meeting to reconfirm the vision for the department and get everyone on the same page about goals. It’s also a good idea to double down on communicating your vision for the team. Use every opportunity to stress and reinforce the message. You can remind people about the overarching vision at the beginning of a project, during town halls and other forums, or periodically through email. Adapted from " How to Tell If You’re Delegating Too Much — ...

A CEO whom we’ll call Melissa was exasperated. Having delivered seven years of breakthrough performance and nearing retirement, she was eager to select and prepare her successor. Members of her executive team were strong in their current roles but none was quite right for the top job. As we considered a broader group of potential candidates, the CHRO chimed in with an idea: “What about Tom? He is very strategic and his teams would take the hill for him. He might be worth looking at as an option.” Then the CHRO paused for a moment and added, “Of course there is this issue of his executive presence. Tom often hogs the spotlight in meetings unaware of how that alienates his peers. And…well…I don’t know how to put this, but he has noticeable body odor that’s a real turnoff.” Melissa agreed: “Tom is a brilliant business mind, but I just can’t see him representing our company.” As it turns out, for eighteen years Tom had received stellar performance reviews and top bonuses on the strength of...

What working parent hasn’t felt guilty about missing soccer games and piano recitals? When there are last-minute schedule changes at work or required travel to a client site, it’s normal to worry that you’re somehow permanently scarring your little one. But how does our work affect our children’s lives?  About two decades ago, in a study that surveyed approximately 900 business professionals ranging from 25 to 63 years old, across an array of industries, Drexel University’s Jeff Greenhaus and I explored the relationship between work and family life and described how these two aspects of life are both allies and enemies .  In light of the deservedly increased attention we’re now paying to mental health problems in our society, it’s worth taking a fresh look at some of our findings on how the emotional lives of children — the unseen stakeholders at work — are affected by their parents’ careers.  Our findings help explain what’s been observed since our original research abo...

You walk down the hall, head spinning — unsure of how to stabilize yourself. You went into your one-on-one thinking you had clarity on your current priorities. You just left it wondering how in the world you would squeeze in the five new ideas your boss just dreamed up. You cringe when you have the premonition that an email with the subject line “another thought” might be waiting for you once you reach your desk. Visionary bosses can be exciting, fun, and innovative. They can also feel overwhelming when there’s no way that you can keep up with all of their creative ideas. As a time management coach, I’ve coached many creative idea people and coached many people managed by creative idea people. Based on that experience, here are some helpful strategies for managing up when your boss gets distracted by too many creative ideas. Foster Mutual Respect If you find yourself overwhelmed by your boss’s creative ideas, most likely you are more of an action-oriented person. If you’re not careful,...

When senior executives retire, there is no shortage of activities to occupy them — serving on boards, mentoring others, being with family. In fact, deciding what to do with your time can be a bit overwhelming. To ease the transition into retirement, think through your priorities: Where do you want to focus your time and effort when it comes to business, philanthropy, and family? That way, when opportunities come up, you can assess how they fit your goals. Write down the number of hours per day, and days per year, that you want to work. (Budget a little extra, since having a portfolio of activities can lead to unexpected time requirements.) Be sure to allot time for family and your hobbies so that they don’t get crowded out by work commitments. And don’t be afraid to say “no,” or at least “maybe,” to new opportunities. Take it slow, and see what other offers come your way before committing. Adapted from " The CEO’s Guide to Retirement ," by Marc A. Feigen and Ron Williams

As a manager, it’s your job to make sure everyone on your team keeps learning. But beyond encouraging people to take classes and go to conferences, how do you do it? A good starting point is to talk about your own development. When managers open up about their personal areas for improvement, it becomes more acceptable for everyone else to do the same. Ask yourself these questions, and share the answers with your team: “What areas do I need to grow the most in? What insights have I found helpful in accomplishing these goals?” And when you come back from a workshop or training, don’t resort to the typical “It was interesting” summary — be specific. For example, you might say, “I thought I was a good listener, but now I can see that this is a growth area for me. The training showed me new ways to interact with others, and although they aren’t necessarily comfortable for me, I’m going to try them out.” Adapted from " Make Sure Everyone on Your Team Sees Learning as Part of Their Job ,...

Have you ever thought that going on vacation isn’t worth it because planning the trip is so stressful? To make it easier to take time off, start the planning process well before you leave. Three to four weeks beforehand, set aside time to think about logistics, packing, and details. Identify the high-priority items you need to get done before you leave. Then block out time on your calendar to complete the must-do items. Aim to get them done a week before the trip; that way, you have some wiggle room if unexpected things come up (which they always do). For work tasks that will need attention while you’re gone, talk to a colleague about covering for you. Reach out at least a week in advance to ask for their help. Write down any deadlines and deliverables they need to know about, as well as contact information for key stakeholders and clients (and for you, if necessary). Adapted from " How to Take the Stress Out of Taking Time Off ," by Elizabeth Grace Saunders

What do you do if a new hire is struggling in their role, and even dragging down your team? Prepare for a direct, and uncomfortable, conversation. The employee needs to know exactly how they're failing to meet expectations, so they can make the necessary changes. Share your concerns and ask for their point of view about what’s been happening. The employee may be grateful for the opportunity to clear the air and work on a solution together. You can start off by saying something like, “Boris, I want to talk about the last few weeks. You’re on track in some ways, but we need to make some adjustments.” Then give clear, specific feedback on how the employee should improve. Once you’ve done this, watch how the person responds. If you don’t see significant effort almost immediately, and real improvement over the next three to six months, you may have to take more-serious action. Adapted from " What to Do When You Realize You Made a Bad Hire ," by Liz Kislik

Encouraging your star performers to consider outside job offers might seem like a bad idea. But doing so sends them a clear signal that you care about their learning and development. Tell the people you manage that you want them to consider all options for their careers. This will help them to talk openly with you about their career plans, which in turn will give you the time and opportunity to find a way to keep them when they’re considering a job offer. Maybe you can give them a new project, add to their responsibilities, or negotiate a raise. And if you think an employee has grown as much as they can in your company, support their efforts to get a job somewhere else. Your transparency will make them more likely to recommend your company as a great place to work, and maybe even to return in the future. Adapted from " Why I Encourage My Best Employees to Consider Outside Job Offers ," by Ryan Bonnici

Bcc’ing your boss on emails may seem harmless. You’re just keeping your manager in the loop about that important project, and it’s no big deal if the other recipients don’t know — right? Wrong. Research shows that bbc’ing the boss can corrode trust if teammates find out, because the sender’s intentions aren’t clear. To your colleagues, it may seem as though you were being underhanded or sneaky. If you need the boss to know what’s happening, don’t bcc them; forward the relevant email with a note, or write a new email that’s personally addressed to them. You can frame the email as an update, which achieves the same goal as bcc’ing — without the risk of alienating your colleagues. These extra steps take a little more time, yes, but they’ll also keep you from damaging your relationships at work. Adapted from " Why Bcc’ing the Boss Is a Bad Practice ," by David De Cremer et al.

Micromanagement gets most of the attention, but under-management may be just as big a problem. This is the term I’ve given to a constellation of behaviors that I’ve seen occurring together often during my 24 years in management: weak performance management, a tendency to avoid conflicts with employees, and generally lackluster accountability. As the name suggests, there’s just not quite enough management being done—and results often suffer as a result. But under-management can often fly under the radar because the managers who have these tendencies aren’t necessarily incompetent; on the contrary, they often know their business well, are good collaborators, and are well-liked . One HR executive I spoke with about the problem estimated that some 10% to 25% of her company’s managers were under-managing. And I well remember one of my own company’s Human Resource VP’s exclaiming in frustration, “The trouble with our managers is that too often they just don’t manage!” Take Jamie, a product d...

For managers, the standard procedures for firing someone tend to be about the legal issues involved. But it’s worth thinking about how the firing process itself can be more humane to the employee. (Remember, if you deviate from your company’s procedures, you should talk to HR about what’s happening.) For example, when you know you’re going to fire someone, you might consider telling them so that they can start a job search. You could allow them some time to go on interviews during work hours. You can even offer to review their résumé, make introductions, and serve as a reference. After all, even though the person isn’t a good fit for your company, they may be a great fit for another one. Being fired is a terrible experience for an employee, but by being transparent and thoughtful, managers can make it a little more humane. Adapted from " When You Have to Fire Someone, Be as Humane as You Can ," by David Siegel

Fearless public speaking is about more than combating nerves. It’s about knowing the technique, the art, and the business of public speaking. In my two years working as a TEDx producer, and my 27 years working in film, television, theater, and events production, I have worked with hundreds of speakers, and with actors including Kate Winslet, Christopher Walken, Susan Sarandon, and the late James Gandolfini. All of the speakers and actors I’ve worked with rely on technique when they walk on to a stage or a set. They don’t simply hope they will connect with the scene or with their scene partner. The same applies to anyone who’s public speaking. While you may not deliver a captivating talk every time, you canlearn to apply technique, and in turn, become a fearless speaker every time. But your nerves are not the only thing you have to master. You must also: Know how to pitch. When you understand and master the pitch, you’ll get onto more stages, which in turn will give you the confidence t...

Most managers dedicate significant amounts of time and energy to ensuring they’re being fair. But it’s inevitable that some outcomes will be perceived as fair by some and unfair by others. Don’t assume your decisions will speak for themselves: Be transparent about how and why you made the call. For example, if you want an equitable promotions process, with certain competencies or styles counting more than others, make your intentions known to the team. If you want an equal sharing of bonuses, to reinforce the importance of every employee, be up front about it. Remember, as the manager, you have the discretion to make those calls. And if someone accuses you of being unfair, don’t beat yourself up. As long as you have thought carefully about what the business needs, and made your decision as objectively as possible, you have done your job. You’ll always have an opportunity to restore balance with the next decision. Adapted from " How to Earn a Reputation as a Fair Manager ," by...

Most of us write our out-of-office messages as we’re running out the door for vacation or a business trip. But putting more thought into what the message says can help you build relationships with the people who try to reach you while you’re away. Instead of just including the dates when you’re out and who to email in your absence, consider sharing why you’re gone. Where are you going on vacation, and why did you pick that location? What are you learning at the conference? You can also share a resource that will speak to your audience, like an article or a new piece of research. It could be related to taking a vacation (there are lots of great stats on why time off is so important!) or something that potential clients might be interested in. A personal — but still professional — message allows you to connect in a new way with colleagues, clients, and vendors. Adapted from " Why You Should Put a Little More Thought into Your Out-of-Office Message ," by Michelle Gielan

Working from home can be a coveted perk (No commute! No interruptions!), but it can also cut you off from coworkers and your friends at the office. How can you combat loneliness when you work remotely? First, make sure you see your colleagues’ faces from time to time. Instead of phone calls, use videoconferencing so that you can see the other person. This helps you read their body language, creating a more natural conversation. Second, don’t skip the small talk. When you work from home, you may try to avoid “wasting time” by keeping the conversation on work topics. But small talk is the cement that creates rapport. So before a meeting starts, ask your colleagues about recent vacations, their kids’ sports matches, or upcoming wedding plans. These small details can build deeper relationships that are both personally gratifying and professionally beneficial. Adapted from " How to Avoid Loneliness When You Work Entirely from Home ," by Dorie Clark

Many people handle work stress by buckling down and powering through. But that’s not a great way to actually relieve your anxiety. Instead, try reframing the stressful situation as a learning opportunity. Learning something new adds to your skill set and knowledge, and helps you develop feelings of competency and growth, which can alleviate feelings of stress. You can also learn with others. For example, rather than just wrestling with a challenge in your head, get input from colleagues. Discussing a stressful situation with them can reveal hidden insights, either from their backgrounds or from the questions and perspectives they’ll offer. And don’t think of learning as an additional layer of work; think of it as a break from the hard work of getting the task done. Framing learning as a form of respite can make it more appealing and more likely to create a positive, enjoyable experience. Adapted from " To Cope with Stress, Try Learning Something New ," by Chen Zhang et al.

When your network is mostly people whose backgrounds and skill sets are similar to yours, it’s unlikely to help you find new ideas or creative solutions. Diversify your network by connecting with people whose viewpoints, insights, and experiences differ from your own. When you meet someone new, talk about what you don’t have in common. Ask friends to introduce you to their contacts who have an interesting job or who work in a unique space. In particular, try to meet people who will challenge your assumptions and biases. If you’re struggling to build your network in the usual ways, create a reason to bring a diverse group together. For example, a monthly book club can give you the chance to hear a variety of perspectives, as well as to read authors you wouldn’t normally pick up. By making a concerted effort, you can develop a network that both inspires you and pushes you to expand your thinking. Adapted from " How to Diversify Your Professional Network ," by Amy Nauiokas

Having a bad manager can feel like the kiss of death for your career, not to mention your happiness. But there are steps you can take to cope. First, don’t try to give your manager feedback about their frustrating behavior (bad bosses usually aren’t open to it anyway). Instead, put your energy into making requests for the resources and support you need to do your job. Be specific, and articulate how the request will benefit your manager and the organization. Another tactic is to find outlets away from work for socializing and reducing stress; a strong support network is crucial for dealing with an emotionally draining environment. If the situation doesn’t improve over time, consider exploring other opportunities in your organization. Meet with colleagues and managers to find out about positions that might interest you. And be open to the possibility of quitting. If you dread going to work every day, and if you spend more time thinking about your boss than about work, it may be time to ...

We all tell ourselves stories about work, and these stories shape the way we think, lead, and make decisions. For instance, if the story that runs through your head all day is “Everything’s a battle in this office,” you’re more likely to expect hostility and be primed to attack. Negative stories like this one generally don’t help you, so consider shifting to a new narrative. Start by identifying a challenge you’re facing, and then ask: “What is the basic story I’m telling myself about this issue?” Consider how the story is affecting you and your team. Is it constraining or liberating? If the latter, think about what you’d like to change and how your story needs to shift. What reimagined (and true) version of the story would be more useful for pursuing your goals or doing things differently? Rewriting a story is often a matter of choosing to see a situation from a different, more-positive, perspective. Adapted from " To Make a Change at Work, Tell Yourself a Different Story ,"...

People often lie in an attempt to be kind. (“You look great in that outfit!”) When is it OK to tell an innocuous fib, and when is the truth a better bet? Before you tell a white lie, ask yourself if you’re sure it will lead to a better result in the long run. Sometimes the answer will be obvious; in other cases it may not be so clear. Consider whether the other person prefers comfort or candor, as well as whether they want different things in different situations. If you don’t know, ask. With colleagues, for example, you could ask what type of feedback they generally appreciate, and when they want to hear tough but constructive criticism. But in most circumstances, as the saying goes, honesty is the best policy. If you’re not sure what to do, ask a group of people for advice — and if they don’t unanimously agree that a lie is OK, tell the truth. Adapted from " When Is It OK to Tell a Well-Meaning Lie? ," by Adam Eric Greenberg et al.

A side gig can be a great source of extra income, but when you’re launching one it’s easy to focus on the wrong things. For example, you shouldn’t be fretting over how much to pay for a fancy logo or website, or whether to incorporate as an LLC or an S corporation. In the early stages, those things aren’t critical. What is critical is determining whether you even have a business — meaning, do customers want to buy what you want to sell? Run a small, inexpensive test to see if there’s preliminary interest: If you’d like to write a book about a particular topic, write a blog post and see what the response is. If you’d like to start a coaching practice, take on a pro bono client and see how it goes. Most successful businesses do eventually need a nice website and a proper legal structure, but those complex and expensive steps can wait until after you’ve proven your idea. Adapted from " How to Get Your Side Hustle Off the Ground ," by Dorie Clark