Exactly how do you feel when you see 🙂 in an email? Do you feel more self-confidence in the author? More comfy? More at ease? The truth is that the smiley face has actually penetrated company emails at all levels. It is utilized to break stress over a demand, or to level the playing field with somebody of greater authority such as a manager, or to smooth over an error made.
It is never efficient and ought to be removed.
For whatever function a smiley face is made use of in a company email, it should not be utilized. Unless it is utilized in an individual context. If that holds true, individual emails should not be sent out through company email accounts. As the work days get longer and frequently permeate into the weekend, it might be difficult to keep a healthy border between a person’s work and individual life.
Work begins to be personal because it can have the tendency to be round the clock. This has actually caused the seepage of smiley faces into work emails. It begins to look and sound a little like high school. And we are not even discussing the subject of LOL or other acronyms that likewise have actually made it into work emails.
If you want to break stress or win somebody over, do this face to face. And while putting in the time to construct relationships and collective collaborations, at least, get the phone and make individual contact. The worst case situation is a company email with a smiley face will make you look less than professional, not having authority, not having discipline, and rather immature.
Because that is the truth.
You will look like somebody who is not able to develop efficient, collective work relationships. If you are a supervisor and you send out smiley faces you will be permanently identified as weak and inadequate in managing. You will be seen by your subordinates as somebody that can be manipulated and somebody without a backbone.
And whatever you do, begin to reestablish healthy limits between your work life and individual life. It is vital to an efficient work life to disconnect daily from work. This might enable you to break the ‘smiley face practice’. Managers tend to see individuals who work for them as staff rather than people.
But it is really the people who actuates if your business will be successful. So how do managers understand what motivates staff and ways to handle their feelings? Being emotionally aware allows managers to balance the workforce to be creative, overcome obstacles, and get daily work done.
It is not easy but the benefit can be enormous.
Also, emotionally-aware managers develop engagement with staff. Consequently, staff will be more dedicated to the company, perform better, delight customers, and drive value. Failing to build engagement will result in employee retention and business to suffer.
Being emotionally aware is crucial to a business strategy and it can be difficult to execute. Outstanding managers always understand the emotional state and cues the staff are trying to send. Deciphering emotions needs knowledge of various personality and communications styles.
Many managers believe emotion is a shortcoming in the workplace. However it is really important to great management. Self-awareness, self-management, social-awareness, and relationship-management. If you are acquainted of your own emotional state, you are connected to your own feelings and you will be less susceptible to allow your emotions to influence your perceptions of other people.
Competent managers lead with emotion.
You will be more open to the emotional states of your staff and able to recognize where they are accomplishing and where they have difficulties. Many individuals are good at concealing their emotions. While this ability might make them feel in control, it has a toxic effect in the workplace.
That is why it is important to be sensitive to verbal and non-verbal emotional cues. The four toxic emotional cues are narcissist, manic-depressive, passive aggressive, and emotionally-disconnected. Emotionally-aware managers can easily spot these emotional traps. Passivity, manipulation, bullying, and drama.
You cannot avoid emotional traps or dealing with different personality types. But if you are aware of your own emotional state, and know that your business will suffer if you do not take action, you will be rewarded with better hires, higher staff engagement, more customer satisfaction, and better business results. Reap the benefits of effective collaboration, skip the inefficiencies and messiness.
We may have hit a saturation point when it comes to collaboration.
Time spent by managers and employees in collaborative activities has ballooned by fifty percent or more over the last two decades. This “collaboration curse” trend is making employees collaborate gone too far. Although some teams have a collaborative culture, they are not skilled in the practice of collaboration itself.
People were encouraged to cooperate, and they wanted to cooperate, but they did not know how to work together very well. As a manager or team leader, how do you reap the benefits of effective collaboration without inviting inefficiencies and messiness? Do not engage in collaboration for the sake of collaboration.
Remember the reasons why we collaborate. No one person has the best ideas. Putting many heads onto a complex problem is often the best way to come up with a solution. Many hands can make light work. It can be tempting to want to include everyone on a project, but if you are the lead of a team or meeting, you need to be thoughtful about who is in the room.
Respect others’ time and show up prepared.
Bring together the people who are closest to the problem, those who understand the issue at the root level. Be clear about who is coming and why, and spend time preparing how you are going to tackle a problem. In some situations, it may make sense to stay open-ended and brainstorm with team members by asking what do they think and what are their perspectives.
Let them know you are not looking for an answer right now and do not have one yet. You wanted to get this on their radar and give them some time to think about this. In other cases, we can save people’s time and provide leadership by sharing our views and asking others to weigh in.
Let them know you value your input. Listen, be open to change, or respectfully disagree. Reaping the value of others’ thinking requires that we listen and make it safe for people to share their views. High-performance teams typically had environments of psychological safety.
Listening is a key part of the collaborative process.
A sense of confidence that the team will not embarrass, reject, or punish someone for speaking up. A climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves. However, collaborative listening does not mean agreeing blindly.
Instead, use what you heard to broaden your possible responses by seeking more information, shifting your original view, and communicating disagreement with respect. Acknowledge decision making and other potential ownership rights. While it is important that you hear out and value others’ perspectives, the reality is that not everything is or should be a consensus-based decision.
If you are going to make the final decision, tell people that up front. You cannot get people fired up and excited only to have them find out afterward that you had fifty-one percent of the vote. Collaboration becomes messy when there is ambiguity over who is accountable for which decisions, causing decision making to stall.
Pull through, prioritize, and inform.
In addition to decision making, there are a host of other potential ownership rights at stake in a collaborative project. When these go unspoken, collaboration turns sour, feelings get hurt, turf battles ensue, and people become passive-aggressive. Where possible, have the courage to discuss and negotiate the relationship owner or point person for stakeholders in this project or account.
How will the value of each member’s contributions be recognized and acknowledged? How will credit or visibility opportunities, any assets, intellectual property, or business value created in the collaboration be shared? Do not stop at the point of having a great discussion.
Ensure that meetings end with people knowing who is going to do what and by when. Furthermore, before moving on to the next thing, remember to loop back with colleagues and let them know what you have done with the valuable information, contacts, or resources they have provided. A thank you, acknowledgement, or quick status update can go a long way toward minimizing confusion or potential resentments down the road.
Effective collaboration is about leadership.
The best collaborators sit at the intersection of high IQ and high EQ who are both task and relationship oriented. By considering the situations where more minds are better than one, bringing the right people to the table, staying open to listening, demonstrating courage to negotiate, and making sure work gets prioritized, managers can get the benefits of collaboration without getting mired in its messiness. While the terms “coaches” and “managers” are sometimes used interchangeably, we know that they are in fact entirely different from one another.
A manager shows someone how to do something, such as the day-to-day tasks for his job and a coach goes a step further to help an individual realize his full potential and maximize positive outcomes. With this in mind, ditch the title, or at least how you view its role. If you want to get the most out of your people, develop a better esprit de corps and increase your team’s overall effectiveness by becoming a coach.
Few things are as costly and disruptive as managers who kill morale. Demotivated employees underperform and then walk out the door at the first opportunity. The scariest thing is how prevalent this lack of motivation is. Organizations know how important it is to have motivated, engaged employees, but most fail to hold managers accountable for making it happen.
Motivated employees were thirty-one percent more productive, had thirty-seven percent higher sales, and were three times more creative than demotivated employees. Motivate instead of direct. The business of coaching is the business of motivating.
Organizations that hire fewer managers and more coaches will be ones that lead from the front, dedicate themselves to the importance of their mission and encourage team work through inclusion. A coach balances the art of offering excellent instruction while comforting, motivating, and inspiring all at the same time. Business leaders that take this approach will find themselves developing far more effective teams.
That is because coaches change people’s lives, even if it is simply the difference in their attitude at the end of the day. Good coaches show team members their potential, help them find confidence in their work, point out the value of what they do and inspire them to be the best version of themselves. People’s self-worth is often derived from the importance of what they do for a living, and the ability to positively affect others is hugely important and rewarding.
Incentivize to go above and beyond.
Every time we coach an individual, we as leaders have that opportunity to impact him or her. Coaches can get more out of people and do so in a way that helps team members find greater confidence in themselves. For example, let us say you want an employee to put a bit more on their plate.
Perhaps you want him to accomplish an extra task. For whatever reason this extra responsibly makes him anxious. The typical managerial tactic is simply to tell that individual to get it done. This approach could make the employee even more anxious or even resentful.
Instead, try a coaching technique. Start by telling the person how much you have appreciated his contributions to date and praise him for their accomplishments. Then offer words of encouragement on how he can exceed his own expectations by taking on the additional challenge.
Make sure there is a reward at the end for doing so.
This does not have to mean extra money but could be something as simple as a public “atta boy or girl” or a gift card to his favorite restaurant. Offer support to your fellow managers. There is another element to the coaching style of leadership that is vital for thriving entities.
The ability to be there for other managers. In many cases, employees do not just come to managers for help in a particular task. They also come to their bosses to vent, gripe about a personal or professional problem or for reassurance.
Team members come to their superiors to help turn their attitude around, which can put a physical and mental strain on leaders. As we strive to convert managers into coaches, top-tier organizations will find ways to support them. A mind-boggling seventy percent of an employee’s motivation is influenced by his or her manager.
Emphasize the fun.
It is no wonder employees do not leave jobs, they leave managers. This brings up an essential point. A company’s brand and culture are also integral to the continued motivation of the team. A large part of any business is to create a fun, entertaining, and safe environment for its staff.
Employees that are happy and having fun will display that same attitude toward each other and the customer. Take a genuine interest in employees’ work-life balance. Nothing burns good employees out quite like overworking them. It is so tempting to work your best people hard that managers frequently fall into this trap.
Overworking good employees is perplexing to them. It makes them feel as if they are being punished for their great performance. Overworking employees is also counterproductive. Productivity per hour declines sharply when the workweek exceeds fifty hours, and productivity drops off so much after fifty-five hours that you do not get anything out of the extra work.
A schedule defends from chaos and whim.
How we spend our days is, of course, how we spend our lives. Different types of work require different types of schedules. A manager’s day is, as a rule, sliced up into tiny slots, each with a specific purpose decided in advance. Many of those slots are used for meetings, calls, or emails.
The manager’s schedule may be planned for them by a secretary or assistant. Managers spend a lot of time, “putting out fires” and doing reactive work. An important call or email comes in, so it gets answered. An employee makes a mistake or needs advice, so the manager races to sort it out.
To focus on one task for a substantial block of time, managers need to make an effort to prevent other people from distracting them. Managers do not necessarily need the capacity for deep focus. They primarily need the ability to make fast, smart decisions.
A manager’s job is to manage other people and systems.
In a three-minute meeting, they have the potential to generate (or destroy) enormous value through their decisions and expertise. The point is that their job revolves around organizing other people and making decisions.
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