“Challenge Consulting have added considerable value to Energetics for our long term needs”
No one likes receiving negative feedback! It can be a difficult pill to swallow even when posed in a constructive manner and when justified. We all receive negative feedback now and again be that in the form of an annual performance review, at the end of project or following a particular piece of work or incident.
While our natural tendency is often to focus our attention on all things negative and gloss over any positive and encouraging feedback, it is important to give ourselves a pat on the back for a job well done when we receive compliments from our peers and leaders.
Likewise, we must acknowledge any negative feedback we receive and use it to help us perform better in the future. While it may be easier said than done, the way we deal with negative criticism can set us apart from our peers. Instead of dwelling on negative comments and letting them impact our attitude and performance, we should take ownership of any constructive criticism we receive and use it as an opportunity to grow professionally and personally.
Make the best of constructive criticism the next time you receive it by following our advice below.
Acknowledge it
In the first instance, you should acknowledge the individual or individuals who provided you with the feedback. It takes courage to provide negative feedback and in addition it can be time consuming to deliver. Show you appreciate their efforts!
Listen & Understand
Is the feedback accurate?
When deciding what weight to give to negative feedback it’s best to first consider if the comments are accurate. Are the comments based on fact or opinion? Perhaps they stem from some factual misunderstanding that is easily explained. Or perhaps they are the opinion of one lone voice in amongst a sea of positive feedback.
What are the motivations for providing it?
In most cases constructive criticism is delivered with the best of intentions but now and again you may receive feedback that you feel has a malicious intent or an ulterior motive. In these cases, it is still advisable to hear the person out however you can choose the weight you attribute to it.
Don’t just hear – listen!
It is easy to make a token gesture of hearing out a piece of negative feedback however to really learn from it we must truly listen to what is being said. Try not to get defensive! When we get defensive we tend to get distracted by arguing our case rather than focusing on the truth of what is being said. Perhaps the best way to deal with this is to listen and ask for time to consider your response.
Take some time
Constructive feedback delivered in a meeting or in a one on one session may come as a surprise if we aren’t expecting it. In such instances it is probably best to hear the feedback and ask for some time to think it over. This way you can avoid any heated arguments if you disagree with the comments. You can also take some time to evaluate what was said and process how you will deal with it rather than responding in the heat of the moment.
Plan your response
Once you have digested the feedback it’s up to you to decide the best course of action. If the criticism is something that could adversely impact your promotion and career potential if unaddressed, then it’s best you take the comments seriously and plan the steps you will take to deal with it. Perhaps this will mean additional training, taking a new approach to a task or handling a relationship with a colleague differently.
It may be worth asking for some examples of the behavior referred to in the feedback? You could also ask the sender for suggestions on how to deal with the points raised.
Learn from it
Having acknowledged the negative feedback and put a plan in place to address any weaknesses, you have really done all that can be expected. Your best course of action therefore is not to dwell on the feedback any longer but view it as means of self-development putting you back on the path to progression.
A recent report by Deloitte Australia, has highlighted that jobs requiring soft skills are projected to grow 2.5 times faster than occupations where the need for soft skills are less in demand. It would appear that it’s no longer enough to impress employers with your extensive qualifications and technical experience; employers are increasingly expecting candidates to bring a strong set of soft skills to the table.
What do we mean by “Soft Skills”?
According to the Oxford English Dictionary “Soft Skills” are “personal attributes that enable someone to interact effectively and harmoniously with other people.” These attributes or qualities typically include social and communication skills and emotional intelligence. Employers often find that candidates with strong technical skills and capabilities do not hold equally strong soft skills. The good news is that it’s entirely possible to develop new soft skills and strengthen those that we have already have through our experiences both inside and outside the workplace. Whilst hard skills may get you through an employer’s door, it’s your soft skills that will ultimately help land you the job!
To help you we have highlighted some of the most highly sought after soft skills that employers come back to again and again.
Communication Skills
We can’t emphasise strongly enough the importance of communicating confidently, professionally and articulately. Recruitment agents and potential employers will make an instant judgement on the strength of your communication skills. Don’t lose the job before you’ve started by mumbling, appearing disinterested or using poor language. Employers need candidates who can communicate with colleagues and clients and be strong representatives of their organisations. They want candidates who can communicate ideas and plans and drive their business forward.
Adaptability
Having the ability to be flexible and adapt to changing requirements and circumstances is an essential soft skill in any employee who wants to succeed especially within a fast-paced workplace. Employers are looking for employees who are resilient in the face of change and competing demands.
Self-Starters
The best employees don’t need to be spoon fed everything. Whilst employers are happy to provide training and development opportunities they are also looking for potential employees who have initiative and a drive to seek out answers, opportunities and add value. They want candidates who have a strong work ethic with motivation to give their best at all times.
Stakeholder Management
The ability to manage your time and workload under pressure is a fundamental soft skill. Equally as important and perhaps more demanding however, is the ability to effectively manage stakeholders. By understanding requirements, setting boundaries and negotiating or pushing back when necessary, you will be able to effectively manage expectations and deadlines. This is very much a soft skill that develops with knowledge and experience however employers will most certainly be looking to see your potential on this front!
Emotional Intelligence
The ability to read situations and people and react appropriately is a highly rated skill by employers. Whether that be cheering up or calming down colleagues, choosing the correct moments to speak or be silent or being able to deescalate a confrontation – these moments require you to manage your emotions and often the emotions of others. Having strong self-awareness and self-management and applying these to your interactions with others will allow you to successfully navigate the workplace.
Moving in to your first leadership role can be a daunting experience. Taking on additional responsibilities of overseeing the workload and management of a team can be a lot to take on. To best prepare you for the challenges ahead, we have pulled together some advice to consider in advance of your new role to allow you to make a positive impact from the outset and ultimately prepare you for success!
Set your own Agenda – You may be moving in to a new role with big shoes to fill. Perhaps your predecessor was very popular and successful in the role and you worry you won’t match up. Alternatively, maybe your predecessor struggled in the role and wasn’t a good fit. Either way, don’t stress about living up to or surpassing the reputation of your predecessor – be yourself! You are there to make your own mark and add your own personal value to the organisation. Whilst you understandably want to differentiate yourself from your predecessor this doesn’t happen overnight and trying to do so from the outset may rub your colleagues up the wrong way.
Set some Goals – Use your first few weeks wisely. Take the opportunity to set or clarify goals with your team so that you and everyone else knows what they are working towards. Transparency will allow your team to get a sense of what your priorities and values are and won’t lead to speculation and apprehension about any changes you may implement.
Build a Rapport with your Team – From the outset it’s important to engage with your team members and strike up a rapport with them. This doesn’t mean you need to be everyone’s best friend but there is no denying that a team will work hard for a leader that they like and respect. Getting to know your team by introducing yourself personally to each one and having one to one meetings if possible to establish their motivations and preferences of management style will be a good start. Do your best to remember everyone’s name – these small gestures can really help your team members feel valued!
Keep the Communication Flowing – Strong communication is key to driving your agenda forward and ensuring that your team members buy in to that agenda also. Keeping your team updated on objectives and deadlines as well as sharing progress and informing them of any potential changes will encourage your team members to trust you and your strategy. It is equally important to listen to your team. Take the opportunity in the early days to establish yourself as an approachable and collaborative leader who is open to hearing your team’s views, opinions, issues of concern and recommendations. Giving your team a voice and being open minded to what you hear will contribute to an engaged and motivated team which can only reap rewards.
We hope you found this advice valuable and take it on board as you approach your first leadership role. Start your new role as you mean to go on and you will undoubtedly make a positive impact!
Most employers understand that the most important asset a company has is its people. In fact, a recent study by Indiana University found that 10% of productivity comes from the top 1% of employees and 26% of output derives from the top 5%.
This means attracting and keeping top talent is imperative if you want to achieve top results.
But if you’re an SME, you’re probably wondering what you can do to secure top talent before the Fortune 500’s stake their claim.
The short answer is to work on your employer brand.
An employer’s brand is what communicates to potential employees what it’s like to work for your company. It shows your value proposition as an employer and what makes your company a great place to work. Companies that have clearly defined employer brands can attract up to 3.5 times more applicants per job listing than similar companies in the same sector.
When creating an employer brand, you need to start by identifying who your target employees are. Are you looking for candidates with years of experience? Or, are you trying to attract ambitious graduates? In each case, how you brand yourself is going to be different.
For example, a recent Accenture study revealed that millennials prefer to work in companies that have a creative and fun culture and that provide ample opportunities for career advancement, both of which were considered more important than salary.
More experienced candidates, who have been in the workforce for a number of years, are more likely to have family responsibilities, and according to a recent survey by Seek, are looking for job security, work-life balance, and salary, rather than a fun culture.
Many SME’s are already good at providing what top talent is looking for; it’s just a matter of getting the message out there. So, once you decide what type of employee is the best fit for your organisation, you need a branding strategy that appeals to this target group.
A great place to start is your company’s website. Besides being a great place to position yourself as a thought leader in your field, you can also use it to broadcast your employer brand message clearly, particularly in your ‘About Us’ and ‘Work for Us’ pages. Social media also provides great opportunities. Make sure your current employees are regularly posting on your LinkedIn, Facebook, and Twitter profiles, as they are the best brand ambassadors you have.
As long as you are consistent with your brand messaging, and make sure the wording in your job listings matches your overall brand message, you should find that you are attracting high quality candidates. And this is great news for your bottom line.
‘What do you do for a living?’ ‘So, what’s your business all about?’ ‘Tell me about yourself.’ If you’ve ever stumbled over a response to these enquiries, you need to craft yourself an elevator pitch.
It’s called an elevator pitch because it should take no longer to deliver than the trip in the lift (or elevator, as they say over there) from the ground floor to the boardroom – about 30 seconds or so.
In essence, your elevator pitch is a brief, interesting statement about who you are and what you do that makes the recipient care and want to know more. Whatever your purpose, the steps to take to create your elevator pitch are the same.
Define your goal
Why do you want to tell people about yourself or your organisation? You might want to make a career move, explain your start-up idea or sell your organisation as a great place to work. You might want to pitch a great idea to an exec, meet like-minded people at a networking event or create interest in your new product. Being clear about what you want to achieve is the first step, because it will shape what you say in your pitch.
Explain what you do
This is the simple, most obvious part. ‘My company handles corporate insurance’, or ‘I am a social worker and I work with young people with a disability ’. However, this is only the start. The more interesting part comes next.
TIP: Don’t use jargon or excessively bureaucratic language. You run the risk of sounding insincere, or of your audience not understanding what it is you do at the end of it.
Explain how you do it
To stand out from the other insurers, or social workers, or whatever it is you do – because you will most likely never be the only one – include your ‘unique selling proposition’ or USP, to use some advertising jargon. What makes you different? What is your story about why you do what you do, and how do you do it in a way that makes you unique? This is what will make your audience remember you, so include it in your pitch in a way that is memorable.
Use words such as ‘I have a knack for…’ or ‘I’m an effective…’ in your USP. They convey your ability and self-confidence without sounding conceited (yes, many of us struggle with that).
Engage the recipient with a question
At the end of your 30 or so seconds, have an open-ended question ready for the other person, such as ‘How does that relate to what you do?’ Your pitch can then move into conversation mode. (Unless you really are in a lift, in which case stop there.)
TIP: Keep some business cards readily accessible so that you can hand them to the person at the end of your pitch or conversation.
Practise your pitch until it is perfect
You might well feel a little awkward, but practise saying your pitch out loud. Do it several times over. Time it, and perhaps even record yourself, and make sure it is not too loud. Say it to another person who will give you honest feedback about both your content and your delivery.
TIP: Be natural in your speech patterns and in the words you choose. Your elevator pitch should be an authentic representation of you. Watch your body language – make sure it reflects what you are saying. Telling people how compassionate you are in a stilted voice with your arms folded will not come across as convincing.
This is a real example of a suggested pitch: ‘I’m currently working as Human Resources Manager at [insert company]. My supervisors frequently commend me for being able to weigh and consider multiple perspectives and negotiate conflicting perspectives.’ Would you really speak that way? If you would, that’s fine, but if not, rather say something like ‘My bosses often tell me I’m good at weighing and considering a lot of perspectives and negotiating in conflicts’.
Be prepared to tweak your elevator pitch both for the occasion and as your skills and experience evolve. At the end of it, the listener should have a really clear idea of the value you can deliver. Perhaps most importantly, your fire and excitement as you deliver it should be obvious, and infectious. It could just be the 30 seconds that changes your life.
There’s more to networking than a free glass of wine while you meet some new people. Effective networking – getting together with others with the aim of building a strong set of connections – is an art that can be learned.
A strong professional network can lead to new clients, business deals, connections with great people, finding the perfect employee or getting a great job offer. But first, you have to build your network. As marketing strategist and author Dorie Clark writes, those are side-effects of relationship building.
1. Attend the right events
There’s certainly a place for social media networking, but we have all probably relied on it to the detriment of networking in person. Get back into attending organised networking events through professional associations, business chambers, conferences, alumni associations and through Meetup groups. Then connect with the people you meet through LinkedIn or other networks. Using in-person networking to enhance networking on social media, not the other way around, leads to more powerful and authentic connections. The exception is where the events have a social media channel set up for attendees to connect beforehand. If that’s the case, use it to research people with whom you have something in common and those who you would like to meet before the event.
2. Build common ground and a personal connection
Be prepared. Read the news, think about what you might say about a book you have been reading or somewhere you have visited recently – a trip, a cafe, a gallery, a sports match all make good and genuine conversation starters.
I read a ‘tip’ that said one should ‘network for net worth’. And yes, they meant financial worth. My first thought was that I wouldn’t want a person who thinks that way in my network. Everybody is worth more than their bank balance. Making a genuine connection with people you meet will lead you to the kind of people you want to interact with in future. And remember too that not everybody will like you – and that’s okay.
3. Ask questions and listen to the answers
Starting off with your ‘elevator pitch’ or a marketing statement for your brand can be off-putting. A better approach is to ask genuine questions that you are interested in hearing the answers to, and to listen – really listen – to the replies. Don’t be looking over the person’s shoulder in case somebody more important turns up. Give them your full attention, and be aware of what you can add to a discussion. When it’s time to end a conversation, do so gracefully, making eye contact and telling the person it’s been nice to meet them.
4. Give more than you ask for
You’ve no doubt heard it said that you have to make deposits before you can make withdrawals in your professional life. We can’t say it enough: building relationships takes time. Go into the session with the mindset that you are there to help others, not to find ways to promote yourself. Think you have nothing to offer? How about introductions to others in your network, publicity for a person’s new venture, an offer to share their blog posts with your network or to promote their product on your pages?
5. Get out of your comfort zone
It’s a networking event, so don’t spend all your time talking to the three people you already know. Get out and work the room, meeting and talking to as many people as you can. Everybody is attending with the same purpose, so there’s no need to feel awkward about approaching a total stranger.
Your body language says heaps about you before you say a word. To look approachable, your stance should be open, your hands at your side, and your body turned towards people who are moving towards you.
6. Don’t forget to network within your own organisation
Making new connections in your own organisation can help you to get things done innovatively in your present role through understanding what others do, and ultimately can help you to progress within the organisation. Don’t confine it to drinks and seminars; getting out and getting fit is also a great way to network with your colleagues. It’s also a good, non-threatening environment in which to practice your networking skills, making you more confident, improving your listening and questioning skills and revealing new insights from the people you meet.
By Alison Hill
You are in your one-on-one meeting with your boss, and she asks you to take on a project. You hear yourself say, ‘Sure, I can do that’. And then the voice in your head says, ‘I’m already overloaded. How will I fit in one more thing? Maybe if I work back all week. Oh no, I have to do that other thing too. Why did I say yes?’
Sounds familiar? It seems we all have an inbuilt desire to please, and that means we often say yes when we really should be saying no. The project is just not a good use of our time right now. How do we say no to those up the hierarchy without sabotaging our prospects? We want to shine, to be noticed, to get that promotion. Can we learn to say no in a way that makes us look better than saying yes?
Do the groundwork
Work to your goals. It’s no good saying yes to everything that comes along until your plate is full, and then regretting that you genuinely have no capacity to do that one thing that will really help you to shine. You should have a good understanding of your personal, team and organisational goals. If what you are being asked to do is not in accordance with those goals, you need to say no.
Say something like, ‘That sounds really good, but it’s not in line with my priorities right now’.
Use the power of no to gain respect
Think about when you have offered somebody an opportunity and they turned it down. The chances are that if the refusal was polite and unambiguous, you respected the fact that the person was busy, and didn’t say yes and then fail to deliver. It’s a far better situation for both parties. The person asking for your time is not left frustrated when you delay or do a sub-standard job, and you free up your time to focus on the tasks that are aligned with your goals.
Say something like, ‘Although usually I would jump at the chance, right now I have too much on my plate to do it justice. But another time I would welcome the opportunity to do it.’
Keep your options open
If you really are saying no because you don’t have the time, say so. Goals change over time, and perhaps you will be able to work with that person or take on a similar project at another time, so don’t close the door. If a project is irresistible, ask your manager to go through all your tasks with you and see if some could be delegated to another person or put on hold while you work on the high-priority project. Your ability to plan and prioritise will be appreciated, and you may be surprised at how flexible you both can be.
Say something like, ‘I would really value the opportunity to work on the project. Do you think I could make a list of the tasks I have to do in the next [week/month/quarter] and go through them with you? I’m hoping you can help me to reprioritise so that I can fit this in
as I really want to do it.’
Stop and think
Last, but perhaps most important: stop and think before you answer. It’s okay to say, ‘Can I get back to you on that?’ Give a deadline; be it in 15 minutes or by the end of the week. You gain respect by giving your considered answer rather than saying yes and then backtracking. It shows that you have thought about not wasting the other person’s time too. Your answer can be ‘not now’ rather than no. But remember to get back to them by the deadline, demonstrating that you value their time and that you are able to manage your own.
Say something like, ‘That really appeals to me. Can I check my schedule and get back to you
by the end of the day?’
Do you have an example of when saying no worked out really well for you? Let us know in the comments below.
By Alison Hill
Technological change and the globalisation of business mean we will probably all work in a virtual team at some time. Well over half of us already work in virtual teams.
While the debate goes on about whether virtual teams are more or less productive, efficient and responsive to customer needs, what is certain is that they’re here to stay. While nothing can quite replicate face-to-face contact and the behavioural and emotional interaction and learning that comes with it, leaders are working hard at creating a different experience of the workplace that promotes efficient teams that are also happy and productive, innovative teams.
Technology has made collaboration across borders of time and geography relatively simple. Enterprise social networking software, screen sharing, document sharing, collaboration tools and online meeting platforms provide the means to create a sense of community. Making them available is a good start, and ensuring that they are extremely well supported is vital. Many will have experienced the frustration and time-wasting of virtual meetings hijacked by technical glitches. Excellent tech support and training for all users is non-negotiable for effective virtual teams
Whether being part of a virtual team means working from home a few days a week or managing people dispersed across the globe, there are challenges in communication, collaboration and leadership. Sharing information, integrating knowledge and achieving team cohesion are undoubtedly more difficult than in a face-to-face team. Simply using technology well won’t solve these issues. There must be attention to the interpersonal dimensions of a virtual team.
In a healthy team, conversations are encouraged and knowledge is shared. Expectations are clear and roles are made explicit. Team members feel heard. This may be a little harder when some members are at home or in another city or country, but it can be done. From simple things like sharing photos of the team and their locations, to drawing up and agreeing to rules for virtual meetings (no multitasking, give everybody a turn to speak, turn webcam on at all times, for starters) to hosting virtual team building sessions, work at it.
Leaders must:
Team members must:
While work might be geographically dispersed and asynchronous, it is still happening in a team. Virtuoso virtual teams will value working and learning together, each contributing fully to its success.
Have you worked in a virtual team? What is your experience of working remotely? Let us know how it is for you.
If you’ve been working for a while you will have amounted a healthy set of skills and a level of professional expertise that you can be proud of. You didn’t achieve it all on your own though – many people helped you along the way by sharing the gift of their knowledge either through formal training or less formally on the job.
Now it’s your turn. Share what you know with less experienced colleagues and discover that, it’s not only the recipient who reaps the benefits of shared knowledge, you do too. Here are three great ways it can be done:
Brown paper bag lunches
Brown paper bag lunches are a wonderful way to share what you have learned during your working life with your co-workers. The way that brown paper bag lunches work is for a group of co-workers to get together at lunchtime with their take-away lunches at regular intervals – say weekly or fortnightly.
Each time the group meets with their lunch, one member in an informal, relaxed way, shares something they have learned that others may not know about. Let’s say it’s your turn. You may have been reading up on something interesting that could be applied to a work situation, or you may have attended a conference that featured an interesting speaker, or maybe you have used a piece of technology that others haven’t and you think that they might find it useful.
You can share information from a past position or something that relates to your current role, it really doesn’t matter so long as it potentially helps your co-workers in some way. Brown paper bag lunches are also ideal for getting to know people at work better and promoting collaboration.
Lessons learned
Lessons learned is a retrospective process traditionally used in project management. It’s designed to capture both the negative and positive lessons that were learned during the execution of a project. A project can be anything from implementing new technology systems and creating training programs to organising a conference.
The point is that during any project some things will have worked well and others may not have. Sharing lessons learned with others who are about to undertake similar projects helps the new team to avoid some of the pitfalls of past projects and to leverage on some of the positive aspects. If you’ve worked on any type of project, you can share your lessons learned in this way.
Mentoring
One-on-one mentoring can be immensely satisfying for both the mentee and mentor. The mentor–mentee relationship is essentially a conversation between two people. Because everyone comes to the table with their own set of professional and life experiences, as mentor you’ll soon realise that your mentee isn’t the only one who is learning in the relationship. As you progress with mentoring your colleague, your knowledge will expand, deepen and become more ingrained.
Mentoring is also a great way to establish your reputation as an expert, demonstrate your leadership skills and advance your career. What’s more, mentoring can be a lot of fun and many mentoring relationships have been the start of long-lasting friendships. So look for opportunities to mentor others because the benefits to you are tenfold compared to the time and effort you put in.
‘The secret to great work is being passionate about your job’, said Steve Jobs. The problem is that sometimes it’s hard to keep the passion alive. So what can you do when you’re faced with challenges like conflicting demands on your time and energy, internal politics and a general lack of job satisfaction? Quitting is an option, but not always the best one. Another option is to take action to ignite your passion using these five awesome techniques:
We all want to feel like we’re doing something meaningful that will make a difference but sometimes we get so caught up in the daily grind that we lose sight of why we’re there. The secret to finding meaning in your work is to align it with your values. Write down your top five values. Here are mine – family, good health, challenge, creativity and curiosity. What are yours? How does your work help you to live according your values?
You might not like every aspect of your job, but you probably like parts of it. Maybe there’s an opportunity to do more of those parts you like. Do you enjoy helping others learn new skills? Are you a natural organiser? Do you like working with words to make something sound just right? Build more of anything you like and see how your job suddenly becomes more interesting.
To be happy at work you need to find the sweet spot between being under challenged and over challenged. If you feel that your job only needs half your brain then you’re bored and it’s probably time to learn something new. Challenge yourself by learning more about the industry you work in and learning new skills. You’ll not only quell your boredom but you will also be adding to your worth as an employee.
If you’re faced with conflicting demands, ask your boss to clarify priorities for you. Be upfront early about the possibility of not completing a task on time because another task has taken up all your time and attention. You don’t want to be faced with having to tell people that you didn’t complete the task by the due date, so flag obstacles early so others can plan ahead.
Are you hanging around with the cynics and whiners at work? Negativity breeds more negativity. Work will never be perfect, but when you spend your time with people who love to hate the workplace and most of the people in it, you won’t be happy. Seek out people with more balanced views and you’ll find that your views about work will shift dramatically.
