RBZ_DATABASE： AUDIO : BIZ TIPS
No. 1-25 

When it comes to a major career change, pay is often a sticking point. Can you afford to switch jobs if you’d be making less money? Eliminate some of the uncertainty by testing out your new salary. Figure out what you expect to earn, and live on that for two to four months. This will give you a realistic picture of daily life in your new career. If you’d be making significantly less money, think hard about what you could cut back on — meals out, expensive groceries, or TV subscriptions, for example. At the end of your test, revisit your budget to see how you did. And, of course, check in with your spouse, partner, or other family members to discuss the financial implications of your career change. Setting expectations for what you will, and won’t, be able to afford will leave less room for surprises.

People often lie in an attempt to be kind. (“You look great in that outfit!”) When is it OK to tell an innocuous fib, and when is the truth a better bet? Before you tell a white lie, ask yourself if you’re sure it will lead to a better result in the long run. Sometimes the answer will be obvious; in other cases it may not be so clear. Consider whether the other person prefers comfort or candor, as well as whether they want different things in different situations. If you don’t know, ask. With colleagues, for example, you could ask what type of feedback they generally appreciate, and when they want to hear tough but constructive criticism. But in most circumstances, as the saying goes, honesty is the best policy. If you’re not sure what to do, ask a group of people for advice — and if they don’t unanimously agree that a lie is OK, tell the truth.

When your network is mostly people whose backgrounds and skill sets are similar to yours, it’s unlikely to help you find new ideas or creative solutions. Diversify your network by connecting with people whose viewpoints, insights, and experiences differ from your own. When you meet someone new, talk about what you don’t have in common. Ask friends to introduce you to their contacts who have an interesting job or who work in a unique space. In particular, try to meet people who will challenge your assumptions and biases. If you’re struggling to build your network in the usual ways, create a reason to bring a diverse group together. For example, a monthly book club can give you the chance to hear a variety of perspectives, as well as to read authors you wouldn’t normally pick up. By making a concerted effort, you can develop a network that both inspires you and pushes you to expand your thinking.

We all tell ourselves stories about work, and these stories shape the way we think, lead, and make decisions. For instance, if the story that runs through your head all day is “Everything’s a battle in this office,” you’re more likely to expect hostility and be primed to attack. Negative stories like this one generally don’t help you, so consider shifting to a new narrative. Start by identifying a challenge you’re facing, and then ask: “What is the basic story I’m telling myself about this issue?” Consider how the story is affecting you and your team. Is it constraining or liberating? If the latter, think about what you’d like to change and how your story needs to shift. What reimagined (and true) version of the story would be more useful for pursuing your goals or doing things differently? Rewriting a story is often a matter of choosing to see a situation from a different, more-positive, perspective

For managers, the standard procedures for firing someone tend to be about the legal issues involved. But it’s worth thinking about how the firing process itself can be more humane to the employee. (Remember, if you deviate from your company’s procedures, you should talk to HR about what’s happening.) For example, when you know you’re going to fire someone, you might consider telling them so that they can start a job search. You could allow them some time to go on interviews during work hours. You can even offer to review their résumé, make introductions, and serve as a reference. After all, even though the person isn’t a good fit for your company, they may be a great fit for another one. Being fired is a terrible experience for an employee, but by being transparent and thoughtful, managers can make it a little more humane.

Many people handle work stress by buckling down and powering through. But that’s not a great way to actually relieve your anxiety. Instead, try reframing the stressful situation as a learning opportunity. Learning something new adds to your skill set and knowledge, and helps you develop feelings of competency and growth, which can alleviate feelings of stress. You can also learn with others. For example, rather than just wrestling with a challenge in your head, get input from colleagues. Discussing a stressful situation with them can reveal hidden insights, either from their backgrounds or from the questions and perspectives they’ll offer. And don’t think of learning as an additional layer of work; think of it as a break from the hard work of getting the task done. Framing learning as a form of respite can make it more appealing and more likely to create a positive, enjoyable experience.

A side gig can be a great source of extra income, but when you’re launching one it’s easy to focus on the wrong things. For example, you shouldn’t be fretting over how much to pay for a fancy logo or website, or whether to incorporate as an LLC or an S corporation. In the early stages, those things aren’t critical. What is critical is determining whether you even have a business — meaning, do customers want to buy what you want to sell? Run a small, inexpensive test to see if there’s preliminary interest: If you’d like to write a book about a particular topic, write a blog post and see what the response is. If you’d like to start a coaching practice, take on a pro bono client and see how it goes. Most successful businesses do eventually need a nice website and a proper legal structure, but those complex and expensive steps can wait until after you’ve proven your idea.

Bcc’ing your boss on emails may seem harmless. You’re just keeping your manager in the loop about that important project, and it’s no big deal if the other recipients don’t know — right? Wrong. Research shows that bbc’ing the boss can corrode trust if teammates find out, because the sender’s intentions aren’t clear. To your colleagues, it may seem as though you were being underhanded or sneaky. If you need the boss to know what’s happening, don’t bcc them; forward the relevant email with a note, or write a new email that’s personally addressed to them. You can frame the email as an update, which achieves the same goal as bcc’ing — without the risk of alienating your colleagues. These extra steps take a little more time, yes, but they’ll also keep you from damaging your relationships at work.

What do you do if a new hire is struggling in their role, and even dragging down your team? Prepare for a direct, and uncomfortable, conversation. The employee needs to know exactly how they’re failing to meet expectations, so they can make the necessary changes. Share your concerns and ask for their point of view about what’s been happening. The employee may be grateful for the opportunity to clear the air and work on a solution together. You can start off by saying something like, “Boris, I want to talk about the last few weeks. You’re on track in some ways, but we need to make some adjustments.” Then give clear, specific feedback on how the employee should improve. Once you’ve done this, watch how the person responds. If you don’t see significant effort almost immediately, and real improvement over the next three to six months, you may have to take more-serious action.

Have you ever thought that going on vacation isn’t worth it because planning the trip is so stressful? To make it easier to take time off, start the planning process well before you leave. Three to four weeks beforehand, set aside time to think about logistics, packing, and details. Identify the high-priority items you need to get done before you leave. Then block out time on your calendar to complete the must-do items. Aim to get them done a week before the trip; that way, you have some wiggle room if unexpected things come up (which they always do). For work tasks that will need attention while you’re gone, talk to a colleague about covering for you. Reach out at least a week in advance to ask for their help. Write down any deadlines and deliverables they need to know about, as well as contact information for key stakeholders and clients (and for you, if necessary).

As a manager, it’s your job to make sure everyone on your team keeps learning. But beyond encouraging people to take classes and go to conferences, how do you do it? A good starting point is to talk about your own development. When managers open up about their personal areas for improvement, it becomes more acceptable for everyone else to do the same. Ask yourself these questions, and share the answers with your team: “What areas do I need to grow the most in? What insights have I found helpful in accomplishing these goals?” And when you come back from a workshop or training, don’t resort to the typical “It was interesting” summary — be specific. For example, you might say, “I thought I was a good listener, but now I can see that this is a growth area for me. The training showed me new ways to interact with others, and although they aren’t necessarily comfortable for me, I’m going to try them out.”

When managers delegate too often, their employees feel abandoned and unmotivated. There are a number of warning signs that you over-delegate, from miscommunicating with your team, to hearing about issues at the last minute, to misunderstanding how your employees set priorities. But the solution isn’t to overcorrect and start doing a bunch of low-level tasks. One approach is to signal that you’re reengaging by taking on a project that’s closely tied to your team’s work. Another is to reset expectations with your team. Use an offsite or planning meeting to reconfirm the vision for the department and get everyone on the same page about goals. It’s also a good idea to double down on communicating your vision for the team. Use every opportunity to stress and reinforce the message. You can remind people about the overarching vision at the beginning of a project, during town halls and other forums, or periodically through email.

Every manager would love to have a team of A players, but that’s probably not realistic. You’re almost always going to have a mix of performers on your team, so make sure you’re not ignoring your B players. These employees can be selfless, dedicated employees who fill important roles, but often they don’t get the attention they deserve. Make sure you’re giving them enough support and guidance by learning about their concerns, preferences, and work styles. It’s a good idea to occasionally reassess their job fit to make sure they’re in roles that draw on their strengths. And don’t overlook someone’s talents just because the person is quiet or reserved, or because they don’t fit your idea of what a leader should act like. Some B players aren’t comfortable in the spotlight but thrive when they’re encouraged to complete a project or to contribute for the good of the company. When they have the motivation and the encouragement they need, B players can turn in an A+ performance.

We all overcommit ourselves from time to time. And then, because we feel overwhelmed, we cancel or back out at the last minute. It feels like no big deal — everybody does it, right? But not following through on your commitments, whether by constantly rescheduling meetings or by failing to get back to people when you say you will, erodes your trustworthiness. Honoring your commitments begins with saying yes only to things you know you can do. If you’re unsure about a request, ask for time to think things over. And practice saying no so that you’ll be ready to turn someone down when needed. (Think about how you can tactfully but frankly refuse, and then say the words out loud until they feel comfortable.) By thoughtfully — and honestly — assessing the requests that come your way, you can protect both your schedule and your reputation.

When senior executives retire, there is no shortage of activities to occupy them — serving on boards, mentoring others, being with family. In fact, deciding what to do with your time can be a bit overwhelming. To ease the transition into retirement, think through your priorities: Where do you want to focus your time and effort when it comes to business, philanthropy, and family? That way, when opportunities come up, you can assess how they fit your goals. Write down the number of hours per day, and days per year, that you want to work. (Budget a little extra, since having a portfolio of activities can lead to unexpected time requirements.) Be sure to allot time for family and your hobbies so that they don’t get crowded out by work commitments. And don’t be afraid to say “no,” or at least “maybe,” to new opportunities. Take it slow, and see what other offers come your way before committing.

Every job contains some grunt work. If you manage someone who thinks they have more than their fair share, consider ways to change up their responsibilities. You might, for example, impose a time constraint on an unglamorous task: Tell them the previous week’s data needs to be compiled and reported by Monday at 4 PM. Expect some pushback, since the employee is likely to say they can’t complete the work in half the time. But ask them to at least try — a time constraint can turn an unexciting task into an engaging challenge. You should also consider assigning them some new work. Giving them more-exciting projects will compel them to get through their lower-value work more quickly. And share the burden: If employees see you doing grunt work, they’ll be less likely to complain about it.

Sometimes productivity is a team effort. If a colleague is struggling to stay focused and engaged, helping them may not be part of your job description, but it is the kind thing to do. Take time to chat with them at their desk, or invite them to grab a cup of coffee or a drink after work. Let them know that you’ve noticed they’re off their game, and talk openly about the times you’ve struggled with projects or had bad days, to show them they are not alone. But make sure the conversation stays productive; it’s easy for a well-intentioned check-in to turn into a gripe session about what’s wrong with your workplace. Brainstorm small steps they can take to make progress on their most important goals. Of course, be careful that helping your colleague doesn’t drain your energy or hurt your performance. You don’t have to solve their problems — just give them the little push they need to get unstuck.

When it comes to planning our careers, we carefully choose our companies and jobs. But rarely are we deliberate about selecting the advisers and confidantes who help us succeed. Cultivate a support group for your career by thinking about whose advice and expertise you wish you had on speed dial. Consider who you feel inspired by, whether they’re colleagues, senior leaders, or peers in your field. Seek these individuals out, and be candid about why you admire them and why you want to connect. Focus on building a relationship that will benefit both of you. As you get to know each other, don’t be afraid to explore big life questions: What do you want to do with your life? What motivates you? What are you doing that you really don’t like to do? Work together to become better versions of yourselves.

When Hollywood screenwriters pitch their movie ideas, producers are typically listening for a logline: one or two sentences that explain what the movie is about. If there is no logline, more often than not, there is no sale. This is a valuable lesson for business leaders trying to answer basic, essential questions: What does your startup or product do? What’s your new idea? You should be able to respond in a compelling sentence that is both easy to say and easy to remember. Identify the one thing you want your audience to hold on to. The iPod, for example, was “1,000 songs in your pocket.” A sales rep for a large tech company might focus on savings: “Our product will reduce your company’s cell phone bill by 80%.” Your logline should specify the problem you’re solving and give people a story they can take to other decision makers in their organizations.

Project overload is real. But as a leader, it can be hard to tell whether your team needs more resources or just could be working more efficiently. Start by asking people to identify their key activities and how much time they spend on them in a typical week. Use that data to assess workloads and priorities. Consider which tasks the team could stop doing and which might benefit from having their process rethought. Pay special attention to low-value projects that have to get done but that take up an inordinate amount of time. Are there ways to simplify the workflows to reduce the amount of time your team spends in these areas? And last but not least, look for tasks that simply can be done more quickly. If your team is still struggling after these steps, it might be time to hire more people.

Everyone wants their customers to be happy. And that requires using the right words, especially since more and more customer interactions take place through writing (email, live chat, even Twitter). Start the conversation by establishing a personal rapport. Show the customer that you’re listening to their problem or complaint, and then shift to a take-charge attitude, using confident, assertive language. Research shows that customer satisfaction is higher when you avoid deferential words (“afraid,” “mistake”) and use dominant language instead (“must,” “confirm,” “action”). In addition, customers will see you as more helpful if you use specific words. For example, a clothing retailer should talk about the “white turtleneck” rather than the “shirt,” and the “high-top sneakers” rather than the “shoes.” And don’t be afraid to explicitly endorse a product to the customer (“I suggest this comforter” or “I recommend this album”); doing so implicitly, by sharing your personal preference (“I like this comforter” or “I love this album”), can be less effective. An explicit endorsement signals both confidence and expertise.

We all have parts of our jobs that aren’t fun. But even an unpleasant task can have meaning if you search for it. Try this exercise. Think about an activity that you don’t always enjoy doing — delivering performance reviews, for example. Now ask yourself why you do it, but ask four times. The first time you ask “Why do I do this?” you might answer, “Because I have to” or “I want to let my people know where they stand.” Then ask a second time: “Why do I want to let my people know where they stand?” The answer here might not be inspiring: “Because it’s part of my job.” But the answer might also start to sound more meaningful: “So that people can know how they can reach their career goals.” Then ask a third time: “Why do I care if people know how to reach their career goals?” Continue for one more iteration. By the fourth round, you’re likely to uncover a meaningful reason behind the activity — and a motivation for doing it well.

Change can create uncertainty, instability, and stress for your team. To get people on board with a change, and to ease them through the transition, it’s helpful to clearly articulate the meaning or purpose behind it. Start by crafting a narrative that explains the big picture: why the change is important and how it will positively affect the organization over the long term. Be consistent with this narrative; all of your communications should tie back to it, reiterating the case for change and presenting a compelling vision for the future. Sometimes you won’t have all the answers about the situation, so be honest about what you know and candid about what you don’t. Tell employees that you are committed to communicating openly and transparently, and will follow up as soon as you know more. And don’t forget to articulate how the change will benefit them. If team members understand what’s in it for them personally, they’re more likely to commit.

When you’re building a business, it’s obvious that you want to find lucrative projects. What’s less obvious is that, at a certain point, saying yes to all opportunities — even profitable ones — may actually thwart your future success. Why? If you take on too much, you’ll become spread too thin and risk prioritizing money over other important factors, such as learning. In the early days of your business, a project that tests and expands the limits of your skills is exactly what you should be looking for. But after a while, things that used to be novel no longer seem so interesting — and that’s when it’s tempting to say yes to something just for the money. Make sure to ask yourself: “Do I really want to do this project? Paycheck aside, will it help me reach my goals?” Sometimes, to preserve your happiness, it’s OK to say no to the money.

An open office can be a nightmare when it comes to noise — especially when you’re working on something that requires your undivided attention. To get the focus you need, talk to your team to sync up expectations about how you can all work optimally. Develop some ground rules. For example, you all might agree that when one colleague is on the phone, everyone else will only whisper. It’s also smart to invest in noise-canceling headphones. They not only drown out unwanted noise but also serve as a visual cue that you don’t want to be disturbed. Another tactic is to scout out a private, quiet space — an underused conference room, say — that will allow you to write and think when you truly can’t be interrupted. Finally, if noise is still a problem, ask your manager about moving to a new desk. Don’t lodge complaints about your talkative coworkers; be positive and tell your boss that you’ll be more productive in another space.