We’ve all been in those meetings where most people are trying to do something positive and constructive, but there’s one person who keeps sniping and oozing negativity over every good idea.
What makes someone incredibly likable? The list is nearly endless (from physical attractiveness to optimizing personal space to finding commonalities and more). But one characteristic that is virtually guaranteed to make us likable is when others feel that we truly understand them.
It's become a truism that leaders must have difficult conversations. But that's very bad advice. I've found, for example, that many of the best leaders actually AVOID difficult conversations because they've mastered a technique for using "pre-commitments" that preempt difficult conversations before they ever become necessary!
Here’s something that falls into the category of interpersonal skills. When you get an assignment, it's always a good idea to clarify the deadline for the assignment, right? That's like the 101 lesson of how to work in an organization. Your boss gives you an assignment. Go, "Okay, what's the deadline for it?" That's simple.
The biggest-name CEOs usually have reputations as disruptors; think Jeff Bezos, Steve Jobs, Elon Musk, Sara Blakely, and more. But when you’ve invented a smartphone or an electric car or slimming underwear, you don’t need to worry too much about whether people think you’re too disruptive; your inventions are so good that you can disrupt with impunity.
Remote employees, those that telecommute, often have a fear that doesn't afflict their co-located compatriots and that is, am I going to be forgotten about? Am I out of sight, out of mind? Remote employees are those people that are working somewhere besides the office, they telecommute.
There are definite steps leaders can take to proactively address bullying. However, if a workplace “conflict” involves an issue of illegal activity, violence (and threats), sexual harassment, worker/customer safety, or other issue with legal ramifications, this is not something to try and handle on your own.
Leaders are under huge pressure to get results. But sometimes that pressure manifests into a leadership style that’s so harsh it makes employees buckle under the intensity. As I’ve noted elsewhere, there’s a fine line between pushing people to achieve greatness and pushing so hard that it makes them crack.