“Sex and the Office: Women, Men, and the Sex Partition That’s Dividing the Workplace,” a book written by Dr. Kim Elsesser, research scholar at the Center for Study of Women at UCLA, asserts that male workers aren’t mentoring, collaborating and socializing with their female colleagues out of fear of sexual harassment claims. As a result, women aren’t being considered for advancement opportunities.
We’re all familiar with the wise proverb, “Two heads are better than one”—but how often do you follow this advice? If you’re anything like me, or should I say the old me, the answer is (I mean was): not enough.
When you’re rushing to get something done—or let’s admit it, maybe you’re just too stubborn to ask for help—and refuse to get the guidance or support you really need, you’re shooting yourself in the foot. The result: wasted time, feelings of frustration and confusion—and some pretty embarrassing and irreversible mistakes. That’s why today, I work with an army of trusted mentors, advisors and coaches to help me achieve my goals—and if you need more convincing, here’s why you should do the same.
Awhile back, I had a telling conversation with a millennial who recently quit his job. When I asked the young man why he left his employer, his response was, “My boss.” After probing a bit more, I discovered he didn’t feel connected to his supervisor or his work. At one point in our conversation, he passionately said,
“My supervisor was very task-focused and always told me what to do. The problem was, he never told me why I was doing what I was doing. Anytime I asked my boss to connect the dots, he would get aggravated and tell me it wasn’t my job to understand the full process. I eventually realized I was never going to learn and grow as a leader under his management style.”
A few weeks ago, I gave constructive feedback to a colleague. Although those types of conversations are never easy, the discussion went well. Looking back on our meeting, I attribute its success to my detailed pre-planning.
At the close of our meeting, I was feeling good about our time together, but then something unexpected happened: This employee said they had feedback for me. My colleague then shared two examples of when I had recently let them down. The feedback stung. While I had planned to give feedback, I certainly hadn’t planned to receive it. I was thrown off guard and immediately felt hurt because I could empathize with this person’s concerns. They were right — I could have handled a few things differently than I had.
As a human resource professional, attracting, retaining and motivating talent is a big part of your job. While this responsibility is by no means an easy feat, offering employees a meaningful benefits program can help make the task easier. The next time you review your company’s benefits program, here are some things to keep in mind.
Health care and retirement programs matter most
According to research conducted by leading global professional services firm Towers Watson, retirement and health care programs are extremely important to employees because many are worried about rising health care costs and retirement security. The Towers Watson 2013/2014 Global Benefits Attitudes Survey found:
Ensuring a recruiter has a stress-free time reviewing your resume will increase the chances of you being called in for an interview. As a hiring manager who’s looked at thousands of resumes, this is what I and the industry look for from potential new hires.
Write a powerful summary statement
HR professionals and recruiters only spend 30 seconds or less reviewing an individual resume. That’s why developing an impactful and memorable summary statement is critical. Your statement should:
A few months ago, an acquaintance reached out to me for career and personal branding advice. Thrilled to help, I offered to call this person right away (free of charge of course) and I spent close to an hour sharing advice, suggesting various resources and offering to introduce her to one of the most valuable mentors I have ever had.
I went above and beyond for this contact, just like I do for almost anyone who reaches out to me for guidance. In return, I received the absolute worst thing you could get after extending help with networking.
Between my management, training and teaching responsibilities, I regularly speak to large audiences. While I can’t claim to be a world-renowned professional speaker, I can assert I am an engaging speaker who has come a long way over the years. I attribute my success to building my self-confidence, taking risks and regularly self-evaluating my presentations.
If you are trying to enhance your public speaking skills, you may benefit from learning about some of the steps I have taken to improve.
I recently attended a great human resources seminar that was fast-paced, informative and thought-provoking, which is exactly how I like my training.
While I was excited about my learnings and ready with workplace change ideas, some attendees didn’t necessarily share my elation. In fact, an attendee I was partnered with admitted feeling a bit lost, overwhelmed and apprehensive. While the seminar information was valuable, implementing practical changes was a concern. And I’d say that’s very fair considering only 25% of change management initiatives are successful over the long term, according to a Towers Watson study. Change initiatives fail for a number of reasons, including poor planning, ineffective communication, employee misunderstandings, past resentments, shock and a feeling of lost control.
I consider my emotional intelligence to be one of my greatest strengths, and because of it, I’ve had thousands of positive and successful professional relationships. This trait allows me to easily work with a variety of people, handle conflicts effectively, comfortably navigate change and build even stronger relationships.
Seeing such a positive use and outcome, it was quite the shocker to find out some people use their emotional intelligence to actually manipulate others. According to research in The Atlantic’s article, The Dark Side of Emotional Intelligence, a research team led by University College London Professor Martin Kilduff found: