The Daily Recruiter

The Ezine for Executive Managers … brought to you by The SearchLogix Group.

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Green Supply Company

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“By Henry Canitz of  Inbound Logistics”

Sustainability impacts everything from how companies approach product design all the way through to customer delivery. In today’s competitive environment, sustainability must improve profitability and reduce risk.

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Hidden Barrier

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“By Jennifer V. Miller of SmartBrief”

As a leader, you know that productive employees bring value to your team.

Recent findings from a white paper by consulting and training firm VitalSmarts highlight the magnitude of high performers’ productivity: they are 21 times less likely to experience tasks or responsibilities that “fall through the cracks.”

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7 Signs Your Growing

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“By Marlene Chism of SmartBrief”

Ray Kroc  who opened the first franchised McDonald’s and built the company into what it is today, is known for asking the question: “Are you green and growing or ripe and rotting?”

Most of us think we are growing, without really identifying the signs that indicate growth versus decay. Here are seven signs that you are still growing.

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Voice Among Many

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“By Steffan Surdek, of Forbes”

I talk and write a lot about co-creative leadership these days. When people ask me to name the key traits of a co-creative leader, I usually list the following five skills:

1. Being a voice among many in the conversation

2. Unleashing the leaders around them

3. Building capacity on their team

4. Dancing with the system around them

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Trick Yourself

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“By Susie Neilson of The Cut”

Your body is a fickle thing. Even when you somehow manage to resist the Instagram rabbit holes, Netflix binges, and nagging anxieties to get a full night’s sleep, it doesn’t necessarily mean you’re going to spend the next day feeling chipper. While nearly two-thirds of American adults regularly get at least seven hours of sleep, only one in seven wakes up feeling refreshed every day of the week. What’s more, 45 percent of those getting seven to eight hours a night still feel fatigued as many as three days a week. On the other hand, there are those weird days where you’ve spent the night tossing and turning, get out of bed in the morning expecting to feel like a zombie, and … actually feel pretty okay. Normal, even.

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Speak The Truth

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“By Art Petty Of  ArtPetty”

I would be shocked if you cannot recall being in a meeting where someone in a position of authority was uttering something so fantastically full of crap that you thought you might choke. I would be even more shocked if the general response of the individuals present in the meeting didn’t look like aerobic head nodding. In general, people struggle speaking truth to power.

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Feedback Managers

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” By Lisa Aldisert of SmartBrief”

Effective feedback is part art, part science. Telling employees that they need to do X instead of Y is the science part. That’s easy. But feedback that addresses personality and character traits is hard feedback to give; that’s the art.

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Think Positively

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By John Baldoni of SmartBrief”

What’s the secret to a long-term relationship?

“Overlooking the negative and focusing on the positive,” says Helen Fisher, a best-selling author on relationships and a fellow at the Kinsey Institute.

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Speaking Abilities

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” By DRJIM of The Accidental Communicator”

As speakers we all start out the same: we get asked to give our first speech, we may be nervous but somehow we summon up the strength to get up there in front of everyone and actually give a speech! Now that that is over, we’d like to get better at this speech giving thing because we understand the importance of public speaking. What’s a speaker to do when we want to become a better speaker?

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Difficult Conversations

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If you lead people you will most likely find yourself in a situation where you’ve got to have a tough talk with an employee or team member. And by “tough,” I mean a conversation in which you have to confront this individual about poor performance, something ethical about their behavior at work (or outside of work), or perhaps habits that don’t serve them well in their role. There are a number of reasons why these conversations can be difficult. You may really like and respect this person and don’t want to risk offending them. These talks can also require great communication skills, which you may not have perfected as of yet. If something is potentially litigious, you may find yourself needing to plan ahead and carefully. As these conversations are inevitable, however, your best course of action is not to fear them but learn how to navigate them with as much grace and tact as possible.

Here are three tips to help you navigate these difficult conversations:

1. Focus On Fixing The Problem, Not The Person

Over the years, MAP consultants have frequently coached clients on this very point—it’s incredibly common for developing leaders to personalize discussion points until they learn techniques that help them avoid this tendency. What’s the issue? When you focus on the person and not the problem, it gets personal! People go into defense mode, and then it’s hard for them to receive feedback effectively. And if a change in behavior is necessary, they’ll be more resistant to it because of how the conversation went down. Be mindful of how you express facts in your communications and attack the problem, not the person.

2. Be Respectful

When having a difficult conversation, it helps to be respectful to the individual you are addressing. People will tend to be more open to the feedback if you use an effective style that doesn’t beat the person up. Remember the goal of the conversation is to help the individual get better.

3. Remain Open To The Person’s Point Of View

This means don’t talk all the time but give your team member a chance to express his or her side of a story, how he or she has seen or experienced events, and reasons why situations or scenarios might be happening. Being open reflects a confident leadership style that invites understanding. And understanding is vital for developing the right solutions and inspiring change. Given all this, in listening to the person’s point of view, also be aware that you need to keep the conversation on topic versus on a tangent that won’t serve either of you for the better. Finally, have a plan for when to wrap it up. Whether you set a time limit for the conversation in advance or have a list or plan for what to say and when, keep the end in mind. Otherwise, you could find yourself stuck in a conversation in which you’ve lost control.

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