 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:
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.
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 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.  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:
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  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:
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. |
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