This cast concludes our guidance on how to prepare for the coming hiring market upturn.
This cast gives our guidance on how to prepare for the coming hiring market upturn.
As we record this cast in early 2011, the signs of hiring recovering from the recession are still interspersed with more negative indicators. However, whether it's in the next few months or before the end of the year, the recovery will come. The world economies have always and will always cycle through growth and recession, and we need to be as prepared for an upturn as we are for a downturn.
It's not only growth which fuels empty vacancies. As the labor force begins to feel more secure, the quit rate goes up and the liquidity of the labor market increases. That's what we're seeing right now, ahead of the upturn. Whatever the current situation when you hear this cast, you need to be prepared.
Let's not all make the same old, "rushing around getting my resume ready when I get a call mistake" TODAY … because now things happen faster, and you've got social media to worry about.
This cast concludes our guidance on how to write a job advertisement.
This cast gives our guidance on how to write a job advertisement.
Writing job advertisements is a job which managers love to delegate. They think it involves creativity and therefore must be difficult and takes lots of time they don't have. Like everything, those of us who have written lots of advertisements know there is a formula.
Once you know how, it's easy.
This cast gives our guidance on how to finish a conversation.
At least once a month we're asked: is there a way to help a conversation draw to a close without diminishing the relationship building aspect? Most recently, this came up on a forum post which Mark answered, but it comes up so often, we thought we'd answer it in a cast.
We just wish it wasn't that all of the people who ask it weren't incredibly high D's who constantly interrupt and have short attention spans. (Not casting aspersions - it's true of us too).
Literally, we have NEVER met someone who has asked me this question who, when asked for an example, didn't want to end a conversation after an abruptly short period of time, after having appeared to have been tapping their fingers in irritation within seconds. I've seen them expect conversations to be over ("okay, I've built this relationship, now let me go do IMPORTANT STUFF, BYE!") within 30 seconds. In the context of this posting, they would define "reasonable" as that 30 seconds.
But maybe that's not you. ;-)
So, if you think you've spent enough time:
This guidance describes how managers ought to communicate organizational information to their team members.
When we present to clients, there's inevitably a discussion about how the manager's role relates to the larger organization. Managers want to understand, how do I handle my role as the voice of the company? How does that square with staying close to my team? Managers want to know, what's my role in terms of keeping my team informed? How do I balance confidentiality with transparency and openness?
When we probe a little, we discover the average manager is guilty of violating a fundamental rule of managerial behavior. This cast is about how to correct that.
This show concludes our recommendations on the professional approach to supporting choices you didn't champion.
This guidance recommends the professional approach to supporting choices you didn't champion.
This isn't a long cast, but it's an important one. It's important enough that it probably ought to be in the Career Tools feed as well. We have it here, in Manager Tools, though, because of the importance of this lesson in professionalism for managers. But please, if you're a smart manager, share this with your team of individual contributors. Help THEM understand it before they make a classic rookie mistake someday.
Here's the situation that teaches us this lesson in professionalism. You're in a meeting with your boss, and you've made your case for some new idea. It might be a change in budget, it might be time of your directs spent on something new, or stopping work on something you think is going nowhere. Or, your opinion wasn't even asked for, but the bottom line is you disagree with the decision that has been made. Your boss overruled you, the decision was made at higher levels and even your boss had no input. Or, you made your case and you lost.
What's the professional response? How do you act/react to having your idea overruled or having to enact a decision you disagree with?
This cast tells you how to manage your voicemail on a daily basis.
One of the most frustrating issues in the workplace is getting someone's voicemail, leaving a message and then not knowing what's going to happen next. Often their message isn't enough to tell you if they are in the office or out, when they are returning, when they might return your call. It's one of the reasons that voicemails are often followed in quick succession by emails and in-person visits. The urge to reduce the uncertainty is stronger than any urge towards efficiency. We can't change the people around you, but we can help you get it right.
This cast describes two simple communication behaviors to help determine roughly what someone's DiSC profile might be.
We get lots of questions about DiSC profiles when we provide them to clients or at conferences. Those of you who have taken the DiSC behavioral profile know why – it's amazingly accurate, and it's not about personality.
Knowing your own behavioral tendencies is helpful when working, either by yourself or with others. A core technique we teach at our ECC conference is how to analyze others' behaviors. If you don't know someone's profile (they haven't taken it or shared it), it's still not that difficult to determine their primary tendency enough to be able to significantly reduce the chances of miscommunication and conflict with them.
So what are a couple of simple behaviors we can look for that help us communicate with others?