The Glasers
  • Courses
    • All Courses
    • BreakThrough Conflict
    • Hardwiring Teamwork
    • Persuasion & Influence
  • Ways to Learn
    • All Learning Options
    • Hybrid Learning System
    • Self-paced video
    • Live Virtual
    • In-Person Seminar
  • Trainer Training
  • Testimonials
    • Testimonials on Virtual Learning
    • Written Testimonials
  • About the Glasers
    • About the Glasers
    • Communication Capsule Blog
    • Published Research
    • Learning Products
  • Contact

Increase Your Likeability on Zoom

7/27/2021

0 Comments

 
Picture
Videoconferencing might not be your favorite way to relate to others. But, even post-pandemic, it looks like Zooming will be here to stay. So, we might as well do everything we can to make it enjoyable and valuable.

Writing in Inc., contributing editor Bill Murphy Jr. offered some suggestions for phrases that increase your likeability in a videoconference setting:
  • “Why don't you take this one?” This phrase is designed to be a positive springboard for someone else. Use this phrase when you're asked something a colleague would want to answer—especially if your colleague is less likely, due to temperament or position, to speak up in front of others.
  • “I did what you suggested. Thank you.” People love being listened to and getting credit for their ideas. These seven words offer validation and appreciation for someone else’s contribution.
  • “Congratulations.” Seek out opportunities to say this. If you learn positive things about people--milestones, accomplishments--write them down and then remember to congratulate them, especially in front of other people.
  • “I want to introduce you to…” Not everyone on a Zoom call may know each other, and that can be disconcerting. Tell people who you want to connect them with, get their agreement, and then do so.
  • “Here’s what I think.” Be as brief as you can on video calls, but if you can offer an opinion, it implies that you're paying attention and have something worthwhile to add.

Use these phrases often and they will become a habit. Until then, as a memory aid, Murphy suggests writing them on Post-It notes and pasting those around the perimeter of your computer screen.
 
Do you have any favorite phrases you use to facilitate Zoom calls? To join the conversation, click "comments" above.

0 Comments

Hiring for Integrity

7/20/2021

0 Comments

 
Picture
“We look for three things when we hire people. We look for intelligence, we look for initiative or energy, and we look for integrity. And if they don't have the latter, the first two will kill you, because if you're going to get someone without integrity, you want them lazy and dumb.”  — Warren Buffet
 
Investment icon Warren Buffet largely attributes his success to hiring the right people. And integrity is the one trait he values above all others. But, hiring managers “must dig hard in the interview process to get the answers they need to feel confident someone has the non-negotiable trait of integrity,” says executive coach Marcel Schwantes, writing in Inc.. Here are some suggested questions he proposes to get to the core of a person’s character:

  1. Tell me about a specific time when you had to handle a tough problem that challenged fairness or ethical issues. What happened?

  2. When was the last time you "broke the rules"?

  3. Describe a situation where you saw an employee or co‐worker do something you thought was inappropriate. What did you do?

  4. What values do you appreciate the most in a team environment?

  5. What would your current/past manager say makes you most valuable to them? (Besides intelligence, skills, and qualifications for the job, listen for clues that point to integrity.)

How do you evaluate whether a potential hire has integrity? To join the conversation, click "comments" above. 

0 Comments

Small Actions that signal appreciation

7/13/2021

0 Comments

 
Picture
Many companies have employee recognition programs of some kind, but often they become just another box for managers to check. Instead of showing appreciation in a meaningful way, they are rote acknowledgements (e.g. a gift card for a work anniversary) disconnected from employees’ accomplishments. 
 
Writing in the Harvard Business Review, Kerry Roberts Gibson, Kate O’Leary, and Joseph R. Weintraub, all of Babson College, revealed the results of a project in which they engaged with employees and managers through focus groups, survey questions, and learning sessions. According to employees, here’s what managers need to do more often:
 
  • Touch base early and often: Saying hello to employees and checking in with them regularly goes a long way.
  • Give balanced feedback. Employees want to know both what they’re doing well and where they can improve—but they don't want both kinds of feedback at the same time.
  • Address growth opportunities: Employees want to know what their futures hold career-wise.
  • Offer flexibility in work arrangements: Employees see this as a huge sign of trust and appreciation.
  • Make it a habit: Managers should try to build expressions of appreciation into their regular routine.
 
“The best part of appreciation is that it’s free and doesn’t consume a lot of time,” say the authors. “Anyone at any level can offer appreciation. It can be directed toward an employee, a colleague, or a boss. But when leaders get involved in the effort, a culture of appreciation spreads more quickly.”
 
When was the last time you expressed appreciation at work, and how did you do it? To join the conversation, click "comments" above.

0 Comments

How to Get a Meeting Back on Track

7/6/2021

1 Comment

 
Picture
Most of us have been in meetings that have gotten tense—maybe even gone off the rails. We've seen dueling monologues, hidden agendas and, sometimes, pure pandemonium as participants compete for attention and struggle for validation. But, according to Joseph Grenny, bestselling author and co-founder of VitalSmarts corporate training, “It can be surprisingly easy to bring order to a chaotic meeting — and to turn conflict back into conversation — if you know how.”
 
Grenny offers four steps for getting a derailed meeting back on track:
 
  1. Interrupt the chaos: As you attempt to intervene, decelerate the pace of your speech. You may need to raise your voice a decibel or two to be heard, but once you’ve attracted attention, lower your voice and speed. For example, you might say, slowly and calmly, “Hey, team, let me take a moment to point out something I’m noticing.”
  2. Shift to process: Lay out what appears to be happening, without assigning blame, and the consequences of continuing down the current path. Once you’ve described the situation, it's important to ask the group to confirm your observation. Once participants explicitly acknowledge the process problem, they become more likely to support the solution.
  3. Propose a structure: Offer a process that ensures all will be heard and that slows the pace in order to quell the emotions. Then ask all participants to commit to it.
  4. Honor the agreement: Lingering emotions may ignite a few attempts to breach boundaries. If this happens, point out the discrepancy, and ask participants if they want to continue with their commitment.
 
How did you handle the last tense meeting you were in? To join the conversation, click "comments" above.

1 Comment

    RSS Feed

    Archives

    January 2023
    December 2022
    November 2022
    October 2022
    September 2022
    August 2022
    July 2022
    June 2022
    May 2022
    April 2022
    March 2022
    February 2022
    January 2022
    December 2021
    November 2021
    October 2021
    September 2021
    August 2021
    July 2021
    June 2021
    May 2021
    April 2021
    March 2021
    February 2021
    January 2021
    December 2020
    November 2020
    October 2020
    September 2020
    August 2020
    July 2020
    June 2020
    May 2020
    April 2020
    March 2020
    February 2020
    January 2020
    December 2019
    November 2019
    October 2019
    September 2019
    August 2019
    July 2019
    June 2019
    May 2019
    April 2019
    March 2019
    February 2019
    January 2019
    December 2018
    November 2018
    October 2018
    September 2018
    August 2018
    July 2018
    June 2018
    May 2018
    April 2018
    March 2018
    February 2018
    January 2018
    December 2017
    November 2017
    October 2017
    September 2017
    August 2017
    July 2017
    June 2017
    May 2017
    April 2017
    March 2017
    February 2017
    January 2017
    December 2016
    November 2016
    October 2016
    September 2016
    August 2016
    July 2016
    June 2016
    May 2016
    April 2016
    March 2016
    February 2016
    January 2016
    December 2015
    November 2015
    October 2015
    September 2015
    August 2015
    July 2015
    June 2015
    May 2015
    April 2015
    March 2015
    February 2015
    January 2015
    December 2014
    November 2014
    October 2014
    September 2014
    August 2014
    July 2014
    June 2014
    May 2014
    April 2014
    March 2014
    February 2014
    January 2014
    December 2013
    November 2013
    October 2013

    Categories

    All
    BreakThrough Conflict
    Children & Young Adult
    Communication
    Community Of Practice
    Hardwiring Teamwork
    Leadership
    Persuasion And Influence

Communication Capsule Blog
Published Research
Press/Media Resources
Organizational Culture Survey
III Survey
Resources
CoreSkills
Glaser & Associates, Inc.
Executive Offices
1740 Craigmont Avenue, Eugene, OR 97405
541-343-7575 | 800-980-0321
info@theglasers.com
Privacy Policy | Terms & Conditions
© 2019 Glaser & Associates.  All Rights Reserved.
  • Courses
    • All Courses
    • BreakThrough Conflict
    • Hardwiring Teamwork
    • Persuasion & Influence
  • Ways to Learn
    • All Learning Options
    • Hybrid Learning System
    • Self-paced video
    • Live Virtual
    • In-Person Seminar
  • Trainer Training
  • Testimonials
    • Testimonials on Virtual Learning
    • Written Testimonials
  • About the Glasers
    • About the Glasers
    • Communication Capsule Blog
    • Published Research
    • Learning Products
  • Contact