Five Ways To Fit the Role of People Manager

Managing people for the first time, post-appraisals, ties most people in knots. Mahima Puri suggests how you can pass the test.

 
1. Learn to Delegate Most first-time managers make a few fundamental mistakes, such as of not being able to delegate the work effectively. “Being successful as a leader does not mean doing everything yourself, but how effectively you get the work done from others,” says Mohinish Sinha, leadership and talent head, Hay Group.  

2 Set Clear Roles Each member of the team should be clear about his or her role and responsibility in the team. “A first time manager could make sure the he meets the team regularly. This will help clear the confusion,” says Gagan Adlakha, partner at HR consulting firm Vyaktitva.  

3 Know your Team A good manager should always get to know his team members better. “Each team member would have different aspirations. A good people manager should work towards creating opportunities for his team, in sync with their desires,” says Sinha.  

4 Listen Well Receiving and giving feedback are both important. “Instead of showing off his knowledge and preaching, a good manager tries to blend in well with the team,” says A Sudhakar, ED — HR, Dabur India.  

5 Work on Yourself A first-time manager needs to work on his or her weaknesses, to begin with. “One has to consciously adapt to being a manager and develop their own leadership style,” says Sudhakar. “They need to address issues over a period of time,” adds Sinha.

(The Economic Times, Mumbai, 274-03-2012)

Five Ways To Reinvent a Stagnant Career

YOUR ONCE-THRIVING CAREER has hit a roadblock . Well, you’re not alone. But with the right moves, it can be overcome. Sreeradha D Basu suggests how.

1 Look Within Any reinvention requires reflection. “The fact that your career is stagnant means you’re not doing all that you can do or could have done,” says Ronesh Puri, MD of Executive Access. 

2 Create New Flows It’s important to create new inflows and outflows, says Milind Sarwate, group CFO & CHRO, Marico. Inflows are capabilities that could be leveraged by the organisation. Outflows are roles that should no longer be played. 

3 Learn to Unlearn “Many times, the changing environment makes our old strengths irrelevant. However, we keep playing to them. This drains energy, while not creating value for the individual or the organisation,” says Sarwate. 

4  Analyse Competition It’s important to know what others are doing right. And judge where you may be going wrong. “There was a time when my career was completely stagnant. I studied the performers, played to my strengths, did things differently. It took time but I was back in the game,” says banking executive S Lahiri. 

5 Get a Mentor Identify someone experienced and reliable outside the organisation who you can trust. “It should be someone who can help you focus, discipline you and show you the way,” says Puri of Executive Access.

(The Economic Times, Mumbai, 23-03-2012)

Five Ways To Stand Out During Probation

The first few months in a new job – the probation period — are the most critical. One needs to make an impression on the boss as well as on teammates and colleagues. Writankar Mukherjee shows you how you can pull it off. 

Honour Deadlines Deliver projects and assignments on time, even if you have to work extra. Also, try not to take leave, unless it’s a necessity. Try to maintain your enthusiasm throughout.

Create an Impression Strictly follow the office dress code. "Also, choose your words carefully since it will, along with your attire, say a lot about you and your background," says image consultant Reshmi Jain. 

Avoid Politics Be cordial with everyone, and avoid going out with colleagues who are into office politics. Keep an ear on the grapevine, but as a rule, do not contribute to it.

Understand the Culture "Continue in-depth research on the company after you join. Also, do not pick out shortcomings or make recommendations. Instead, talk to the boss on areas of engagement,” says GlobalHunt director Sunil Goel. 

Learn to Listen Make a conscious effort to listen, more than to talk. “One can address the new associate by name once or twice to establish a more personal and positive professional relationship," adds Ma Foi Randstad MD & CEO, E Balaji.

(The Economic Times, Mumbai, 20-03-2012)

Five Ways To Deal with an Authoritarian Supervisor

YOU LOVE THE JOB you’re doing, but dread going to work every day. After all, there isn’t much value attached to your views or methods of working: your boss makes it very clear that it’s his or her way or the highway. There’s no point in trying to talk to such bosses either: as far as they’re concerned, communication is a one-way street. And they always know best. You have frequent thoughts of quitting, but the work is good, and so’s the pay. You needn’t give up hope — you can manage the authoritarian boss and even learn a few things along the way, says Anand Altekar. 

 

1 Establish your Credibility Earn respect. Stay focused at all times. Do not beat around the bush while making a point. “This will result in your boss trusting you more. Stand up to the boss, politely but firmly. If you are convinced that your boss will not listen to you, find someone he or she is willing to listen to,” says Anupam Sirbhaiya, regional director India, Center for Creative Leadership. 

2 Build a Relationship Everyone values relationships and this does not change in a professional environment. Focus on building a long-term relationship with your boss. “There are simple things that you shouldn’ forget. In a situation where the solution has multiple alternatives, always consider your bosses’ alternative. Make sure you do not reject authority. Do not oppose the boss in a public setting, do it in person if you have to,” adds Anupam. 

3 Adapt to your Boss’s Style Remember, your boss deals with different people differently. “Every boss has a different style. Authoritarian with some and communicative with others. Know where you fit. Work so that you enable this style to change. Give regular feedback even if it is met with a negative reaction from your boss. You will realise that it is sur prisingly easy to get into the inner circle of an authoritarian boss,” says Ravi Saxena, founder and CEO, MISB Bocconi. 

4 Learn from your Leader “When I was starting my career, my boss made me do things in a specific manner. Looking back, I think I wasn’t mature enough to appreciate what he was trying to do,” says Alap Mehra, deputy manager actuarial, Bajaj Allianz. Your boss has reached a certain level because he or she has done some good things. Keep your eyes open and learn from them. “Authoritarian bosses can sometimes be insecure. When you follow their methods and achieve success, let them know. Your boss is a person at the end and will appreciate it, which in turn will improve the communication. But make sure you don’t follow blindly,” adds Saxena. 

5 Stand your Ground Even after trying everything, your boss is probably still being unacceptably authoritarian. But don’t quit just yet. “Bosses come and bosses go. Keep your eyes on your career and not your boss. If the boss is going wrong, then the management will notice it quicker than they notice your mistakes and appropriate action will be taken,” says Ravi.

(The Economic Times, Mumbai, 07-02-2012)

Five Ways To Deal With Malicious Gossip

Often, harmless gossip at work turns not-so-harmless, when people start saying unpleasant things about a colleague or the boss. Ignore them at your peril, says Vikas Kumar 

 

1 Build Trust “Create a culture of loyalty to the person who is absent, as Stephen Covey suggests,” says Virendra Singh, executive director, HR at RJ Corp. In other words, discourage people from speaking unfavourably about others in their absence. 

2 Ignore Gossip “We tend to over-dramatise things; it’s human tendency,” says Singh. If it’s minor, ignore it. But if it appears malicious, act swiftly. “Have a discussion, confront the person but ensure no scene is created,” says Aparna Sharma, president, Noam Management Consulting. 

3 Act Decisively “As a supervisor, I will try and understand where this is coming from, and say, ‘Let’s come to the point — what happened and what can we do about it?’ ,” says Sharma. There’s a fine line between being an agony aunt and a patient listener. “Don’t offer a shoulder to cry on,” she says. 

4 Professionalise “Keep your organisation’s performance assessment and career progression systems transparent,” says Sharma. That way the incentive to criticise people on unverified and flimsy grounds goes down. 

5 De-Control Though it could happen anywhere, Sharma insists promoter-led businesses tend to be a breeding ground for such behaviour. “The CEO should stop being a power centre, and bring in processes in place as far as performance, career and work decisions are concerned. People are then less inclined to bad mouth each other,” she says.

Five Ways To Crack the Whip When You Need To

THE NEW-AGE boss is expected to be the benevolent guide who will always back his team, hand-hold each member and push them to succeed by carefully eroding their faults. But there are times when he has to crack the whip. It may result in wrath and the boss’s popularity may dip for a while, but to hold the team in steadfast discipline is a propelling factor. There are ways a boss can rein in errant team members without causing unnecessary damage, says Devina Sengupta 

1 Be the Change Many managers call their team for a meeting and turn up late, washing away the relevance of the issue that was to be discussed, says R Elango, HR head of MphasiS. The team tends to mimic the ways of the manager, and this shows in their attitude in meetings and the work coming out of it. 

2 Leave out Ambiguity “When setting targets and key result areas, the boss will have to be very clear on what he expects from each one of them so there is no place for ambiguity, which results in indiscipline,” says Ronesh Puri, managing director of Delhi-based executive search firm, Executive Access. 

3 Reward and Punish A team head should know follow the reward and punish principle, says Elango. So if employees exceed the performance criteria but are indisciplined in their approach towards work and others during team tasks, then they should not be rewarded. Similarly, to ensure a balanced approach, an employee who may be disciplined but is not a performer should not be rewarded. 

4 Say it Loud and Clear An employee may not know he or she is not following the rules, and will continue if not checked. The first step, says Puri, is to talk to them and explain clearly that such behaviour will not be tolerated. The manager should find a reason behind such behaviour and if it continues, send a warning letter stating the consequences could impact their appraisal. If the employee still takes it lightly, the boss should go ahead with giving him or her a poor rating during review and mention why. 

5 Set Team Tasks The manager should get employees to work in as many team tasks as possible. This brings in a sense of responsibility, and they will know their performance will impact others’ grading as well. An indisciplined employee may not follow instructions to the team initially but will realise how his or her waywardness is leading to low scores, for which colleagues will hold them accountable. This often is a factor that pushes people to change their ways and work better.

(The Economic Times, Mumbai, 21-02-20012)

Five Ways To Conduct Informal Employee Checks

BACKGROUND AND reference checks have become the golden rule of hiring in large companies due to instances of fraud or inflated CVs, but come with heavy costs. Writankar Mukherjee shares how one can save through informal background checks 

 

1 Scan Social Networks Social networking sites like Facebook, LinkedIn, Twitter or Orkut can be a happy hunting ground to find out about a candidate’s details. “Facebook and LinkedIn are two forums which give real feedback about a candidate, since the references they give will always hold them in good stead,” says HR firm Aspire Human Capital CEO Amit Bhatia. 

2 Use your Connections 

Try and leverage your own businessnetwork and contacts to find out more about a candidate. “The network will always give rational feedback on a candidate. One can also tap business contacts in the same company where the prospective candidate is currently employed to get as much details,” says Ma Foi Randstad MD & CEO E Balaji. 

3 Just Run a Search 

Sometimes, an internet search about a candidate can throw up information that can help you form an opinion about a candidate. This is more so for middle and senior managers. 

4 Check with Affiliates 

These days, several professionals are affiliated with professional organisations. “A call, email or visit to such affiliate organisations will provide details and help to verify qualifications and work experience,” says Reshmi Ghosh, an HR consultant. 

5 Devote Time 

HR experts suggest spending as much time on undertaking a background check as on interviewing a candidate. Balaji suggests that for senior management hiring, it is always better to undertake a thorough check through a professional agency. “Otherwise, the risks are greater,” he says.

(The Economic Times, Mumbai, 06-03-2012)

Five Ways To Eat Healthy At Your Workplace

LIKE IT OR not, one ends up having at least one heavy meal in office. When deadlines hang like a noose around the neck, who can help dig into the fried snack or reach out for an extra cup of coffee? There’s an inherent warning in these choices, though: Doctors say they can add to body weight and create long-term health complications, hamper concentration and productivity. Writankar Mukherjee outlines some tips on how to cultivate healthy eating habits in office 

 
Practise Moderation People tend to eat in larger quantities in office due to pressure and tension; there is a direct co-relation between food intake and stress, say doctors. And more so, since office canteens are moving to the buffett system where people tend to overeat. “Don’t eat large portions. Also, avoid the excess intake of sweets. It will increase body weight significantly,” says Dr Rachna Singh, lifestyle management consultant at Gurgaon’s Artemis Health Institute.

Avoid Junk Food Executives in office tend to eat multiple times. And if one has to maintain moderation in lunch intake, one surely gets hungry through the day. Also, several office campuses now have snack counters which mostly serve fried food, high in calories. A recent study shows that while convenience food or snacks may help to maintain overall calorie intake, it is best to limit the intake of fried food. “Executives should not have more than two to three servings of junk food per week,” says Dr Singh.

Avoid Temptation Stress increases consumption of junk and high-calorie food like chocolates, ice cream and soft drinks. Substitute these with homemade snacks or seasonal fruits. “The best way to fill your stomach is to eat vegetable, salad, fresh fruit or puffed rice with chickpeas,” says Dr Sushum Sharma, director (preventive healthcare) at Max Healthcare Institute. 

Avoid a Lot of Caffeine 
Heavy daily intake of caffeine may induce insomnia, nervousness, restlessness, irritability, stomach upset, fast heartbeat and muscle tremor. The Mayo Clinic of the US advises herbal or green tea, which does not contain caffeine. Also, shorten the brewing time. For most healthy adults, 200 to 300 mg of caffeine, or two to four cups of coffee or tea a day is not harmful, says Mayo Clinic.

Maintain Diet Hygiene Executives should not skip lunch due to work; eat at the same time everyday and not talk or think about work while having lunch. They should eat a heavy breakfast before leaving home. “The total intake after leaving home and till one returns should not be more than 600 calories. A heavy breakfast will help. Also, avoid eating heavy snacks in the evening before dinner,” says Dr Sharma.

(The Economic Times, Mumbai, 20-12-2011)

Five Ways To Avoid Being In Charge of Everything

IT’S A COMMON problem that most of us find difficult to admit. Blame it on nature if you will but the temptation to do it yourself is always more powerful than the ability to let go. How then, do you rein in this desire to control outcomes and take the easy way out? Vikas Kumar has some pointers. 

Know when to Step in “The minute your time management goes out of sync, it’s a sign that you could be micromanaging,” says executive coach Ashu Khanna. “Obviously your organisation values you for your vision and strategic insights rather than the details. And sometimes there are situations when you just have to step in. But you have to be the best judge of that,” she says.

Check your Role “Remind yourself that your job is coaching and guidance. Then you’ll never micromanage. However, if you believe that your role is to drive and run the team you’ll fall into that trap,” says Alok Bharadwaj, senior VP at Canon India. This requires patience and tolerance. “Even if I think I can drive my car better than my driver, I must consciously tolerate his driving otherwise I will not have a driver. If you lack tolerance you will always micromanage,” he adds.

Give Space It’s a problem not just with people rising up the ranks but even CEOs, directors and country heads, says Khanna. “The pressure on delivery and performance is very high at the top. When you are so experienced you obviously know more than the person working with you. But because you have been successful doing things a certain way, doesn’t mean the other person can’t do it. It may be different, but it could work too. Make some allowances.” 

Ask Questions Bharadwaj likens the relationship between a leader and his team to a dialogue. “There’s a skill required in a dialogue. As a leader you must be aware if you are asking questions or giving answers. If you want to see the behaviour of people change then you must ask more questions than you answer.” While asking questions, he suggests following the rule of 3 Ws and 2 Hs — why, who, what, how and how much.

Observe Others Nothing tells you better that you’re taking far too much control than the people you work with. Look out for changes in their behaviour, suggests Bharadwaj. “You will see sycophancy go up, and the irritation levels of the team also become high. And since the problem gets owned by the leader, people will only bring problems to him, not solutions.” Another trigger, says Khanna, is when you notice too many gaps in your team’s performance. “When you focus on micro stuff that the team is supposed to be looking into, obviously people in the team cannot deliver,” she says.

(The Economic Times, Mumbai, 23-12-2011)

Five Ways To Prepare For The Next Appraisals

COMPANIES HAVE sent out their first round of mails requesting employees to keep their performance management sheets updated. The last-minute scurrying around for data can be avoided if a few basic principles are observed a few months before appraisal time, suggests Devina Sengupta.

Keep your Facts Ready Now is the time when a quick search in your mail Inbox would help gather all the mails the bosses wrote in a rare mood of indulgence. Those that are complimentary should be saved in a separate folder for easy access along with few mental notes on how your contribution helped the team during tough times. Updating the Performance Management System canhelp in case evidence is required, says Sameer Farooqi, manager in a Pune based manufacturing company.

Look Ahead Aditi S, a senior executive in a Bangalore-based media firm, has appraisals every two quarters. “While most worry about their past performance in an appraisal, you should be ready with what you want to do,” says Aditi. The review, which lasts for 15-20 minutes , has supervisors talk to her about her career progression and skills that can be improved.

Know the Hierarchy Many employees do not know either their organisation’s structure or their key performance indicators (KPI). If the employer is systematic in its appraisal process and the KPIs are under control, the employee still has the chance to work hard in the last three months and make up for any slack. This is specially so in case of teams where deals can be struck at the last minute as well, like business development.

Keep Questions Ready “While keeping facts and numbers ready, one may also like to look at the roadmap assured by the employer in the previous appraisal,” says partner at Hyderabad-based executive search firm, Maxima Global International. Instead of a charged-up employee and boss firing volleys of questions at each other, a planned set of queries will help the employee come across as an organised employee who has chalked out a flow chart of how he or she wants his or her career to shape up.

Be Consistent In panic, those who believe that a sudden burst of teamwork will bring them to the spotlight, often end up looking shallow. The review of peers and supervisors will reflect how one has been performing in the past few months. A change of attitude would not mean a change of heart for those who are rating.

(The Economic Times, Mumbai, 27-12-2011)

Five Ways To Lead Your Team Through Transition

TRANSITION OR CHANGE, they say, is the only constant. No matter how small the transition, such as changing an office location or big a change, as in the case of a merger and acquisition (M&A) or restructuring, people are expected to accept it in order to continue surviving in the professional world. It is the responsibility of a good leader to make such transitions less painful for his or her subordinates, and Mahima Puri offers suggestions on how you can do it. 

Understand the Impact A leader has to understand how the transition will impact his employees. “A transition is best treated almost as if it is the creation of an enterprise from scratch,” says NS Rajan, partner & global leader — people and organisation, Ernst & Young. “A leader must visit the fundamentals anew. The first 100 days are very critical in laying the foundation for a beneficial situation,” he adds. “It is important to realise how many people a transition will impact in the short term and long run,” adds P Dwarkanath, director — group human capital, Max India.

Talk to the Team Perhaps the best way to deal with transition is to communicate at every stage. “Where there is an element of surprise, people start looking at change as a threat, rather than an opportunity,” says Dwarkanath. “Wherever possible, people need to be informed of the change prior to when it happens,” he adds. 

Sensitise People Involving and empowering people are effective ways to handle the change. “Ask for suggestions and feedback from employees on a certain transition wherever possible,” says Dwarakanath. The awareness will make them less resistant. “A leader may also align incentives to support the transition,” adds Rajan. 

Lead by Example The leader has to first embrace change, before he or she expects it from the team. The faster a leader does so, the more confident the team will feel. “Once the transition is in progress, a leader can align those who are responding well and form alliances. This may help others”. Also, reassure your team members and address their concerns or doubts, wherever required. 

Be Proactive Employees must understand that early acceptance allows them to get noticed as an agent of change. “An employee should try and find opportunities during transition. This could mean meeting the new leaders, allowing them to recognise their capabilities and building credibility for them on an accelerated basis,” says Rajan. Putting the organisation first also helps. “Accept that organisation is the hero and every transition that is being done by the senior leaders is for its benefit,” says Dwarakanath.

(The Economic Times, Mumbai, 30-12-2011)

Five Ways To Shed The Tag Of A Poor Performer

WHETHER YOU deserve it or not, an ‘underperformer’ tag can be hard to shake off. More so, at a time when the job market is seeing a slowdown and increments and promotions are harder to come by. Sreeradha D Basu shares some tips on how you can shed the tag and get your career back on track 

Introspect Hard If you have the tag of an underperformer, it could be because you actually haven’t delivered. “Introspect,” advises Ronesh Puri, MD of head hunting firm Executive Access. “Even if it’s for a moment, see how you could have done things differently. Have you put in sufficient effort? To get results, change your strategy, your approach. Self-denial is the wrong way. Don’t blame the whole world.” 

Assess the Situation See where you stand and do an internal assessment of how you should move forward. Says Vinay Grover, CEO of executive search firm Symbiosis Managment Consultants: “About 20-25% of people in an organisation underperform given the target. Communicate with your firstline bosses about the situation hampering your work, and understand their expectations in terms of performance, behaviour, etc. Work harder, and figure out what is needed, including training, to turn the situation around.” 

Think Positive Namita S was a star performer in the private bank where she worked till marriage and a subsequent transfer landed her in a back-end job in a small town. Her work suffered and soon she was saddled with the tag of an underperformer. But she decided to turn things around. With extra hours, learning about the nuances of her new job and training, she was back in the reckoning. “Don’t get bogged down into thinking you’re not good,” she says. “Think positive, have faith. Act, behave, deal like a winner. Once you do, you will get your solutions and your wins,” she says. 

Look for Quick Wins Instead of looking at the medium and long-term, focus on getting some quick wins. “Tags have a history and to erase that, you have to deliver,” says Ronesh Puri. “Look for what you can deliver in a hurry. Identify some things you can come up with soon to stand out in the organisation.”

Match it Up Sometimes, it’s more about the fit, rather than individual performance. For that, you need a clear understanding of what went wrong. “Sometimes, being moved to a different team or function can make all the difference,” says Vinay Grover. “Your skills could be much better suited to another area. It could turn you from an underperformer to a star one,” he says.

(The Economic Times, Mumbai, 03-01-2012)

Five Ways To Deal With A Change In Leadership

JYOTI AHUJA WAS taken completely by surprise when her favourite boss put in his papers. She had trouble getting used to the new man in charge — she failed to create the same equation with him, and failed to deliver the way she used to. Finally, she quit, too. The arrival of a new boss or leader can either be a rewarding or damaging experience. Writankar Mukherjee discusses how professionals can survive a change in leadership comfortably 

Give Your Best 

At the end of the day, performance talks. Give your best shot when a new boss takes over, since that’s the only way to attract his or her attention. Work for some extra hours each day, and try to achieve something. Try to meet your deadlines and targets. “Performance never goes unnoticed, whatever the equation with the new boss,” says Sahil Roy, a mid-level HR executive with a foreign bank.

Take on New Projects Take on some extra work , especially if it is conceived by the new boss. That way, you can easily get the boss’ attention. And if you can perform well in such projects, you can earn some brownie points too.

 
Don’t Show Off Even when you try to boost your performance to gain attention, do not exhibit a know-it-all attitude. Talk in a measured way and avoid speaking about a subject that is not directly in your area of work or expertise. Showing that you are a valuable asset is good idea, but overdoing it can set a bad example.

Observe your Boss Every boss has a different leadership style and way of working. So, an executive should study the working style and expectations of the new boss and accordingly adjust theirs. You can also meet the new boss and ask him or her about his or her expectations. “Employees should realise a change in guard does not change the business goal. Only the style of operation may change. If they can adjust to it, the job is easier done,” says Sunil Goel, director of HR firm GlobalHunt India. 

Be Patient The golden rule to adjust to a new boss is not to be impulsive and react to a situation randomly. Just like every person is different, so are bosses. People should not panic during a tough situation and at the same time, not be too happy during a light moment. “People should have a wait-and-watch approach before taking any hasty decision. It takes time to develop a healthy and happy working relationship and one should give that much time to manage the transition,” says James Agrawal, director and business head (India) at BTI Consultant, a part of Kelly Services.

(The Economic Times, Mumbai, 06-01-2012)