Money is still pulling its weight in the world when asked to do the grunt work of retaining good people long-term, but little by little, as workers have become empowered enough to demand something more, it’s losing ground to other factors. Here’s what you need to do to find and hold onto the stars of your staff.
Trying to become a “hyper-rational robot” during stressful negotiations isn’t a realistic strategy, says the founder and director of the Harvard International Negotiation Program. Instead of trying to smother emotions, you should address the opposing side’s five core concerns as the dealmaking process begins.
So how come the art in your hallways isn’t produced by your employees, or their kids?
Instead of tossing out questions you’ve asked a million times, consider just a few that author and speaker Paul Falcone proposes to get past a professional façade and understand the human being behind it.
Keep these in mind when launching an electronic ‘zine to grab them by the lapels and bring in their business (or just their undivided attention). They apply whether you’re blasting to 50,000 people or just that strange department on the floor beneath you.
The basic principles of engaging listeners haven’t changed too much since the time of Aristotle, who described the three key elements of persuasive speaking long before the invention of PowerPoint and the wireless mic. Steve Jobs may not have intentionally adopted Aristotle’s list, but its wisdom sure found its way into his talks.
Imagine you’re four months into your new job as a manager, and you absolutely, positively hate it. So what now?
It looks so good on paper: You can shave 5% of the procurement budget just by picking up a phone and returning that new, aggressive vendor’s phone call. But many an office manager has gone down this road only to regret it.
One of the key differences between the genders, Dana Theus explained in her recent webinar, Woman’s Guide to Communicating With Confidence, is that women tend not to have grown up being pushed into risk-taking the way men are. As a result, women overall take more considered risks, waiting for certainty before thinking, “The time has come. I’m going for it.” But that just might keep a career stuck in neutral.
Somewhere out there, there’s someone very unhappy that he either didn’t get the job he sought from you, or left on terms he didn’t get to dictate. Realizing there’s so little downside to suing an employer, he’ll soon identify one place he can cynically mine for loopholes that he and his lawyer can use to slam you. That place is your employee handbook.