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
    • The Team
    • Communication Capsule Blog
    • Published Research
    • Learning Products
  • Contact
  • Job Opportunities

How To Evaluate a Job Offer

9/26/2017

0 Comments

 
Picture
You got the job! But should you take it, decline it, or attempt to renegotiate the offer? Writing in The Harvard Business Review, Rebecca Knight, journalist and lecturer at Wesleyan University, offers a compendium of expert advice:
 



  • Shift Your Mindset: John Lees, a UK-based career strategist and author of The Success Code, points out that getting an offer marks a new phase in your relationship with a potential employer. Stay enthusiastic but remember that you now have more leverage.
  • Be Methodical: “Think about what matters to you in both your professional and private life and then assess the offer,” says Jeff Weiss, president of Lesley University and author of The HBR Guide to Negotiating. “Think…in terms of your development, your quality of life, and the variety of the work you want to do.”
  • Consider Trade-Offs: No job offer is perfect, Weiss adds, so know your priorities—be they salary, flexibility, cultural fit, or job content.
 
Not every job offer is right. Don't neglect any red flags you see, and don't forget to consider your walkaway alternatives (Tweet it!). If you do say no, be respectful. You never know when your paths will cross again.

 
Have you ever successfully renegotiated a job offer, or turned one down after much deliberation? What advice do you have to offer? To join the conversation, click "comments" on our Community of Practice Forum.

If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.

0 Comments

Managing Overcommitted Team Members

9/19/2017

0 Comments

 
Picture
Senior managers and team leaders are increasingly frustrated by conflicts arising from multi-teaming—having their people assigned to multiple projects simultaneously. Multi-teaming can create efficiencies and limit downtime, but the continual churning of members can weaken group cohesion and identity, making it harder to build trust and resolve issues (Tweet it!). Moreover, individuals may experience stress, fatigue, and burnout as they struggle to manage time and engagement across projects. 

Managers must stay on top of the situation in order to mitigate downsides. Writing in The Harvard Business Review, Heidi Gardner, faculty chair of the Accelerated Leadership Program at Harvard Law School, and Mark Mortensen, chair of the Organizational Behavior Area at INSEAD, suggest best practices based on their 15-year study of team collaboration:

·      Launch each team well to establish trust and familiarity
·      Map everyone’s skills
·      Manage time across teams
·      Create a learning environment
·      Boost motivation
The authors write, “A sense of fairness drives many behaviors. If people feel they are pulling their weight while others slack off, they quickly become demotivated. When team members are tugged in many directions, it’s often difficult for each one to recognize and appreciate how hard the others are working. As the leader, keep publicly acknowledging various members’ contributions…”

Have you worked across multiple teams or shared your team members with others?  What best practices do you suggest; what caveats can you offer? To join the conversation, click "comments" above.

If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.

0 Comments

Had a Job Interview? Why No Callback?

9/12/2017

0 Comments

 
Picture
We’ve all had job interviews that seemed to go well but led nowhere. Why didn’t the phone ring? (Tweet it!) Writing in The New York Times Christopher Mele gathered some top tips on how to improve interview performance next time:
 
  • Blow Your Own Horn, but Humbly: John Malloy, president of the recruiting firm Sanford Rose Associates in Santee, S.C., said job candidates should be able to quickly and precisely answer questions about their accomplishments.
  • Be Authentic: Dan Cable, a professor at London Business School, says you can promote trust by also revealing vulnerabilities or discussing times when things did not go well.
  • Know the Company Culture: Contact people in your network to learn more about what makes the organization tick, said Blair Decembreie, a career expert at LinkedIn.
  • Practice Screen Presence: Some companies, e.g. start-ups, conduct first interviews via Skype. Preparing for them is crucial, says etiquette blogger April Masini. Practice in front of a mirror, choose a secure location to avoid having unexpected visitors—and be intentional about your background.
  • Be Inquisitive: Ask about the company, the customers, the employees – but not about vacation time or benefits.
Above all, aim to develop rapport. Your goal in the initial interview is to give the interviewer no reason to exclude you from a second one.
 
Have you ever felt good about a first interview that did not pan out?  What do you think you could have done differently? To join the conversation, click "comments" above.

If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion

0 Comments

Polarization: The Other Guy's Problem?

9/5/2017

0 Comments

 
Picture
We continually hear how polarized we are as a nation. But if polarization is so bad, why are we so drawn to it? (Tweet it!) Sharon Schuman, author of the book Freedom and Dialogue in a Polarized World, asked that question and came up with these answers:
 





  • Taking refuge among the like-minded builds self-esteem.
  • Disdaining those who disagree builds a sense of community.
  • It’s fun to feel superior.
  • Polarization is the path of least resistance.
  • A well-defined enemy makes it easier to gather power.
  • Polarization makes us feel freer to speak out and act.
 
Trying to fathom why an intelligent person of good will might disagree with us takes effort, but the truth is that disagreements are inevitable. Says Schuman: “Our real problem is that we are torn between the seductions of polarizing short cuts to self-esteem and community, and the hard work of trying to see from the perspectives of others with whom we may never agree.”

 
Do you think you get any sort of satisfaction from feeling polarized? What might you do to bridge the gap between you and those on the other side? To join the conversation, click "comments" above.

If you would like to read more about creating a habit around masterful communication, check out our book: Be Quiet, Be Heard: The Paradox of Persuasion.

0 Comments

    RSS Feed

    Archives

    September 2023
    August 2023
    July 2023
    June 2023
    May 2023
    April 2023
    March 2023
    February 2023
    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
    • The Team
    • Communication Capsule Blog
    • Published Research
    • Learning Products
  • Contact
  • Job Opportunities