Thursday, June 25, 2015

Stop Trying to Always Be Helpful

By :Bruce Kasanoff




A friend was telling me about a presentation she heard, in which the speaker said the world had become too complex for any one approach to work all the time. That was when it hit me that trying to be kind, helpful or compassionate all the time is the wrong approach.
In the diagram above, I've outlined a simple example of three situations in which you will be pulled away from a helpful mindset:
1. When you are responsible for a group of people (i.e. your family, team or organization), it isn't always possible for you to be kind and considerate to every other person who crosses your path.
Imagine you are a carpenter who promised to finish a client's job by Friday, at which point he will pay you the money you need to feed your family. If a friend asks you to take Thursday afternoon off to help him move, you will need to refuse.
2. When you make a long-term commitment to develop and use your best talents, you should recognize that this commitment will cause you to miss many other opportunities to be helpful, to have fun, and to simply relax. If you want to be a physician, there are going to be plenty of nights in medical school when you don't even see your friends, never mind help them.
3. Finally, when you focus intently on a goal or purpose, being helpful cannot always be your #1 goal, because the object of your focus is your #1 goal.
This is obvious, right? Wrong.
Have you ever wondered about the saying, "Nice guys finish last?" The reason people say this is because many very nice human beings don't understand the first half of this article. They don't understand that some responsibilities have to take precedence over their desire to be helpful, kind or compassionate.
Yes, there are some things you can always do: 
  • Be respectful
  • Be responsible
  • Be decent
But you can't always help everyone. You can't always respond instantly to someone who wanders into your life and asks for a favor. You can't always switch gears just because someone asks you to focus on what matters most to them.
The people who are best at helping others already understand this. They recognize that there are times to be helpful, and they love these moments. But they also know that many people depend on them, not just the person with the newest or loudest voice.
Bruce Kasanoff is the author of How to Self-Promote without Being a Jerk, a little book about doing well by doing good.
Bruce ghostwrites articles for entrepreneurs. Learn more at Kasanoff.com



11 Things Smart People Won’t Say



Getty11 Things Smart People Won’t Say
Dr. Travis Bradberry

Influencer

Coauthor Emotional Intelligence 2.0 & President at TalentSmart

11 Things Smart People Won’t Say

There are some things you simply never want to say at work.
These phrases carry special power: they have an uncanny ability to make you look bad even when the words are true.
Worst of all, there’s no taking them back once they slip out.
I’m not talking about shocking slips of the tongue, off-color jokes, or politically incorrect faux pas. These aren’t the only ways to make yourself look bad.
Often it’s the subtle remarks—the ones that paint us as incompetent and unconfident—that do the most damage.
No matter how talented you are or what you’ve accomplished, there are certain phrases that instantly change the way people see you and can forever cast you in a negative light. These phrases are so loaded with negative implications that they undermine careers in short order.
How many of these career killers have you heard around the office lately?
1. “It’s not fair”
Everyone knows that life isn’t fair. Saying it’s not fair suggests that you think life is supposed to be fair, which makes you look immature and naïve.
If you don’t want to make yourself look bad, you need to stick to the facts, stay constructive, and leave your interpretation out of it. For instance, you could say, “I noticed that you assigned Ann that big project I was hoping for. Would you mind telling me what went into that decision? I’d like to know why you thought I wasn’t a good fit, so that I can work on improving those skills.”
2. “This is the way it’s always been done”
Technology-fueled change is happening so fast that even a six-month-old process could be outdated. Saying this is the way it’s always been done not only makes you sound lazy and resistant to change, but it could make your boss wonder why you haven’t tried to improve things on your own. If you really are doing things the way they’ve always been done, there’s almost certainly a better way.
3. “No problem”
When someone asks you to do something or thanks you for doing something, and you tell them no problem, you’re implying that their request should have been a problem. This makes people feel as though they’ve imposed upon you.
What you want to do instead is to show people that you’re happy to do your job. Say something like “It was my pleasure” or “I’ll be happy to take care of that.” It’s a subtle difference in language, but one that has a huge impact on people.
4. “I think …/This may be a silly idea …/I’m going to ask a stupid question”
These overly passive phrases instantly erode your credibility. Even if you follow these phrases with a great idea, they suggest that you lack confidence, which makes the people you’re speaking to lose confidence in you.
Don’t be your own worst critic. If you’re not confident in what you’re saying, no one else will be either. And, if you really don’t know something, say, “I don’t have that information right now, but I’ll find out and get right back to you.”
5. “This will only take a minute”
Saying that something only takes a minute undermines your skills and gives the impression that you rush through tasks. Unless you’re literally going to complete the task in 60 seconds, feel free to say that it won’t take long, but don’t make it sound as though the task can be completed any sooner than it can actually be finished.
6. “I’ll try”
Just like the word think, try sounds tentative and suggests that you lack confidence in your ability to execute the task. Take full ownership of your capabilities. If you’re asked to do something, either commit to doing it or offer an alternative, but don’t say that you’ll try because it sounds like you won’t try all that hard.
7. “He’s lazy/incompetent/a jerk”
There is no upside to making a disparaging remark about a colleague. If your remark is accurate, everybody already knows it, so there’s no need to point it out. If your remark is inaccurate, you’re the one who ends up looking like a jerk.
There will always be rude or incompetent people in any workplace, and chances are that everyone knows who they are. If you don’t have the power to help them improve or to fire them, then you have nothing to gain by broadcasting their ineptitude. Announcing your colleague’s incompetence comes across as an insecure attempt to make you look better. Your callousness will inevitably come back to haunt you in the form of your coworkers’ negative opinions of you.
8. “That’s not in my job description”
This often sarcastic phrase makes you sound as though you’re only willing to do the bare minimum required to keep getting a paycheck, which is a bad thing if you like job security.
If your boss asks you to do something that you feel is inappropriate for your position (as opposed to morally or ethically inappropriate), the best move is to complete the task eagerly. Later, schedule a conversation with your boss to discuss your role in the company and whether your job description needs an update. This ensures that you avoid looking petty. It also enables you and your boss to develop a long-term understanding of what you should and shouldn’t be doing.
9. “It’s not my fault”
It’s never a good idea to cast blame. Be accountable. If you had any role—no matter how small—in whatever went wrong, own it. If not, offer an objective, dispassionate explanation of what happened. Stick to the facts, and let your boss and colleagues draw their own conclusions about who’s to blame.
The moment you start pointing fingers is the moment people start seeing you as someone who lacks accountability for their actions. This makes people nervous. Some will avoid working with you altogether, and others will strike first and blame you when something goes wrong.
10. “I can’t”
I can’t is it’s not my fault’s twisted sister. People don’t like to hear I can’t because they think it means I won’t. Saying I can’t suggests that you’re not willing to do what it takes to get the job done.
If you really can’t do something because you truly lack the necessary skills, you need to offer an alternative solution. Instead of saying what you can’t do, say what you can do. For example, instead of saying “I can’t stay late tonight,” say “I can come in early tomorrow morning. Will that work?” Instead of “I can’t run those numbers,” say “I don’t yet know how to run that type of analysis. Is there someone who can show me so that I can do it on my own next time?”
11. “I hate this job”
The last thing anyone wants to hear at work is someone complaining about how much they hate their job. Doing so labels you as a negative person and brings down the morale of the group. Bosses are quick to catch on to naysayers who drag down morale, and they know that there are always enthusiastic replacements waiting just around the corner.
Bringing it all together
Eliminating these phrases from your vocabulary pays dividends. They have a tendency to sneak up on you, so you’re going to have to catch yourself until you’ve solidified the habit of not saying them.
What other phrases should be on this list? Please share your thoughts in the comments section below as I learn just as much from you as you do from me.
ABOUT THE AUTHOR:
Dr. Travis Bradberry is the award-winning co-author of the #1 bestselling book,Emotional Intelligence 2.0, and the cofounder of TalentSmart, the world's leading provider of emotional intelligence tests and training, serving more than 75% of Fortune 500 companies. His bestselling books have been translated into 25 languages and are available in more than 150 countries. Dr. Bradberry has written for, or been covered by, Newsweek, TIME, BusinessWeek, Fortune, Forbes, Fast Company, Inc., USA Today, The Wall Street Journal, The Washington Post, andThe Harvard Business Review.
If you'd like to learn how to increase your emotional intelligence (EQ), consider taking the online Emotional Intelligence Appraisal® test that's included with theEmotional Intelligence 2.0 book. Your test results will pinpoint which of the book's 66 emotional intelligence strategies will increase your EQ the most.

11 Ways Bad Bosses Flub Your Performance Reviews




11 Ways Bad Bosses Flub Your Performance Reviewswww.bigstockphoto.com

11 Ways Bad Bosses Flub Your Performance Reviews



Performance evaluations: done well, they're great for the employee -- and the employer.
Too bad so many are handled poorly.
Here are eleven things to avoid when you create and deliver performance evaluations:
1. Don't talk about development plans you aren't absolutely sure you can deliver.
You may want to offer training. You may intend to offer training. But if you aren't sure you will be able to, keep quiet. Don't create expectations you can't fulfill. (And if you do feel sure and later realize that you can't because you don't have the funds, the time, etc.--then tell the employee why. Immediately.)
And don't say "hopefully" or "possibly" or "maybe." The employee doesn't hear "possibly." The employee hears "definitely."
2. Don't delve into personality.
Maybe the employee truly is irritable or moody or a downer. Fine: Talk about how those personality traits manifest themselves. Talk about the resulting behavior. Talk about the times he or she snapped at customers or criticized other employees.
Always talk about behavior, not personality.
3. Don't talk about other employees.
Never compare one employee to another employee. Always evaluate the employee's performance against standards, goals, and targets.
4. Don't ask the employee how she feels she performed.
What's the point? If the employee is outstanding, don't expect her to blow her own horn. You do it. Tell her she's outstanding.
If she's sub-par, don't expect her to say so. Explain why she falls short in key areas and then focus on helping her improve.
5. Don't forget concrete examples.
Whatever you talk about you must be able to back up with specific examples. If you don't have an example, especially for a negative, don't bring it up.
And speaking of examples...
6. Don't only provide recent concrete examples.
If you're evaluating performance over the past year, make sure you have examples that reflect the entire year. (That's especially important if the employee did great things early in the evaluation term; he'll appreciate that you remember all his contributions.)
Evaluations are designed to inform as well as motivate, so providing "older" examples helps employees focus on performing well for the whole year instead of just in the few months before their next evaluation.
7. Don't argue.
You and the employee may disagree. That's natural. So listen. Be professional. Discuss. Provide reasons. Share your perspective.
But don't argue. You'll both lose.8. Don't wing it.
If the employee asks a question and you don't know the answer, say so. If the employee asks a question you can't answer -- like about another employee, or a customer, or a vendor -- then say so.
9.  Don't wait until the day of the review. 
If she does something well, tell her. If he makes a mistake, tell him -- and explain what he can do next time. 
There should never be surprises during the actual review; if anything you say comes as a surprise to the employee, you haven't done your job.
10. Don't treat all goals the same.
Of course you evaluate employees against standard performance measurements and goals. Then you might assign stretch or development goals. Cool.
But don't treat the two the same. By definition a stretch goal is difficult to accomplish. Failing to meet standard expectations is a problem; failing to meet stretch goals is not. Don't "ding" an employee for failing to fully accomplish something truly amazing. Celebrate the fact they came close -- because, after all, that means she's accomplished more.
And last but not least...
11. Remember it's all about the employee -- not you.
Performance reviews may be one of the only times the employee is truly in the spotlight. So don't hijack the meeting. Don't talk about yourself. Don't talk about your goals or your interests. Keep the focus entirely on the employee.
It's his time. It's her time. It's not your time. Make sure every employee leaves their evaluation feeling that way.