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Leadership and managing people


OUR FAVORITE MANAGEMENT TIPS OF 2021

Ten picks from HBR’s most popular newsletter.
by
 * HBR Editors

by
 * HBR Editors

December 30, 2021
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Summary.    Our Management Tip of the Day newsletter continues to be one of
HBR’s most popular newsletters. In this article, we list 10 of our favorites
from the past year. Topics range from why you should use timeboxing to get a
better handle of your to-do list to how to...more
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Another year, another set of challenges and responsibilities for managers to
tackle. Hybrid work, the Great Resignation, mass burnout — on and on. Each
weekday, in our Management Tip of the Day newsletter, HBR offers daily tips to
help you better manage your teams — and yourselves — through this period of
profound change and uncertainty. Here are 10 of our favorite tips from 2021.

Sign up for
Management Tip of the Day
Quick, practical management advice to help you do your job better, delivered
weekdays.
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You can view our other newsletters or opt out at any time by managing your email
preferences.

***


MAKING THE WFH CASE TO LEADERS WHO WANT TO RETURN TO THE OFFICE

As companies start returning to the office, managers are finding themselves
caught in the middle between employees who want to keep working from home and
senior leaders who want everyone back at their desks. How can you navigate this
tension? Start by finding out what’s driving leaders’ concerns. Do they doubt
that people are taking work seriously? Are they worried that employees aren’t
collaborating enough? Once you know what’s behind their push to return, find
ways to address those concerns. Show that remote work is beneficial to the
company, not just to individuals. For example, you can emphasize your ability to
retain skilled employees who would otherwise leave. You might point out that
remote work offers the ability to draw from a wider talent pool. Consider asking
your HR department if they have data on how working from home is paying off for
your company. Also, demonstrate that your team is engaged no matter where
they’re located. For example, you might invite leaders to video meetings that
include both in-person and remote workers so they can see that everyone is
committed and participating regardless of where they’re calling in from. If
leadership is applying pressure for employees to come back to the office, and
you believe there’s a balance that could work better for everyone, try these
strategies to make your case.

Adapted from “What to Do If Your Team Doesn’t Want to Go Back to the Office,” by
Liz Kislik

***


HOW TO GIVE CRITICAL FEEDBACK — REMOTELY

Giving critical feedback is one of your most challenging responsibilities as a
manager — and if you’re working remotely, it’s even harder. How can you update
your approach to giving feedback in a WFH world? Here are some key steps to keep
in mind:

 * Start by asking questions. You need to understand your employee’s perception
   of their performance before expressing yours.
 * Show specific appreciation before laying out criticism. They’ll be more
   likely to be receptive to your feedback if they trust that you value them.
 * State your positive intentions. Something as simple as “I’m in your corner”
   can go a long way.
 * Clarify and contrast. “I’m saying X, I’m not saying Y.”
 * Ask your employee to state their key takeaways from the conversation.

We’re all under intense stress from the pandemic. Taking care to deliver your
feedback with clarity and sensitivity will help people focus on the reality of
your message, even in a remote environment.

Adapted from “Giving Critical Feedback Is Even Harder Remotely,” by Therese
Huston

***


THE ART OF FOLLOWING UP GRACIOUSLY

We’ve all been there: You email someone asking for a conversation, information,
input, or an introduction … and you get no response. It’s frustrating, but you
shouldn’t jump to the conclusion that you’re being ghosted. We’re all juggling a
lot these days, so here’s how to reach out with a gentle nudge. Start with a
compelling subject line. Avoid generic phrases like “Following up” or “Checking
in” that are not only vague, they may also make the recipient feel bad for being
slow to respond (even further delaying a reply). Instead, be more specific, for
example, “Next steps on X project” or “Question on job application.” Next, be
mindful of your tone. Research shows emails that are slightly to moderately
positive in tone have a 10 to 15% higher response rate than more neutral
messages. So aim to be friendly and polite. Finally, be succinct and specific
about your ask — and offer your recipient an easy out. This will give them an
opportunity to save face and preserve the relationship. If you do all this and
you still don’t get a response, be judicious about following up again. You may
need to cut your losses and move on.

Adapted from “How to Follow Up With Someone Who’s Not Getting Back to You,” by
Rebecca Zucker

***


START YOUR DAY WITH THIS SIMPLE PRACTICE

Nearly a year into the pandemic, it can be hard to muster the positive outlook
that fuels motivation and creativity. When we lose that positivity, burnout and
fatigue can quickly follow. How can you inject some optimism into your day? This
two-minute exercise can help. Each morning, finish the following three sentences
(either on paper, out loud, or even in your head) before you turn on your
computer or start your commute:

Today, I will focus on _____.

Today, I am grateful for _____.

Today, I will let go of _____.

Make sure to be specific with your answers; writing that you’re grateful for
your mom every day won’t help. Ultimately, we’re only awake for an average of
1,000 minutes each day. If we can invest just two of them to prime our brains
for positivity, then we’ll be helping ensure the quality of other 998 minutes.

Adapted from “This Two-Minute Morning Practice Will Make Your Day Better,” by
Neil Pasricha

***


4 STRATEGIES TO IMPROVE YOUR EFFICIENCY

It can feel like 24 hours isn’t enough time in the day, and all the productivity
hacks in the world won’t change that. Here are four proven strategies to help
you make the most of your limited time. First, batch your meetings. It’s hard to
get into flow when you know you’re going to be interrupted every hour. By
knocking out all your meetings at once, you’ll clear out some undisturbed time
to work on deep-focus tasks. Second, do your best to learn some keyboard
shortcuts that can reduce how much you rely on your computer’s mouse and
trackpad. This may seem like a small thing, but over time, it makes a huge
difference. Third, leverage your environment to change your self-destructive
habits. If you’re losing time because you’re distracted by your phone throughout
the day, leave it in another room. If emails are derailing your workflow, pause
notifications. Finally, read your work out loud. No matter what your job is,
chances are you write at least one email per day. Listening to the words you put
down on paper will speed up and clarify your writing process.

Adapted from “What Super Productive People Do Differently,” by Amantha Imber

***


BREAK THE CYCLE OF SELF-CRITICISM

It’s tempting to think that if you’re tough on yourself, you’ll perform better.
But self-criticism can ruin your mood, focus, and productivity if you let it.
Try to take a more balanced approach to evaluating your own performance with
these strategies.

 * Avoid generalization. Resist the urge to zero in on a single negative event
   and instead consider your performance on aggregate. Think of a bell curve:
   Some days will be below average, and that’s normal.
 * Think about what could go “right.” To avoid focusing on the negative,
   consider positive “what if” situations. For example: What if this idea isn’t
   stupid, but is the breakthrough that moves the project forward? What if this
   proposal revolutionizes how we work as a team? What if the senior leadership
   team loves my presentation?
 * Timebox your feelings. Set a timer for between 30-50 minutes (the time it
   typically takes for feelings like shame to dissipate) and allow yourself to
   fully experience and process your emotions. Once the timer goes off, make a
   conscious choice about how to put those feelings behind you and move forward.

Adapted from “Stop Being So Hard on Yourself,” by Melody Wilding

***


WANT A HIGH-PERFORMING TEAM? FOCUS ON SOCIAL CONNECTIONS

Every leader wants to solve the puzzle of what makes a high-performing team. One
piece that’s often missing is the importance of social connections. If you’re
trying to supercharge your team, here are research-backed ways you can foster
greater connectedness.

 * Invest time in bonding over non-work topics. The best teams aren’t more
   effective because they work all the time. In fact, discussing things not
   related to work — sports, books, and family, for example — reveal shared
   interests, allowing people to connect in genuine ways, which yields closer
   friendships and better teamwork.
 * Create a culture where expressing appreciation is the norm. Recognition is
   often a more powerful motivating force than monetary incentives. And an
   acknowledgement of good work shouldn’t just flow from the top down. Make it a
   norm for peers to express appreciation for one another as well.
 * Put a premium on authenticity. It’s important to create an environment where
   employees feel comfortable candidly expressing both positive and negative
   emotions — as well as complimenting and joking with teammates.

Adapted from “5 Things High-Performing Teams Do Differently,” by Ron Friedman

***


ONBOARD A NEW REMOTE HIRE THE RIGHT WAY

Whenever you’re onboarding a new employee, the goal is to help them feel at home
and excited about the work ahead. But when their interactions with you and the
rest of the team are only virtual, how do you do that? Here are some tips.

 1. Get them off to a fast start. This means having their technology set up
    before their start date, and making sure they know who to go to with
    questions from day one. Assign them a dedicated onboarding buddy who can be
    their go-to person with the many spontaneous questions they’re likely to
    have.
 2. Facilitate strong relationships across the organization. Since you can’t
    rely on the organic and spontaneous relationship-building that happens in
    the office, be proactive and intentional about setting up a mix of formal
    and informal one-on-one interactions between the new hire and other
    individuals. Don’t forget to introduce them to colleagues across departments
    early and often.
 3. Explain the culture and how work gets done. Make unwritten rules explicit,
    such as your company’s level of formality, dress code, virtual etiquette on
    videoconferences, communication norms, and working hours. It will be far
    less stressful if your new employee doesn’t have to guess at these issues.

Adapted from “How to Set Up a Remote Employee for Success on Day One,” by James
M. Citrin and Darleen DeRosa

***


LEAD WITH QUESTIONS, NOT ANSWERS

Chances are, most leaders are too focused on having all the answers — and not
focused enough on asking the right questions. It’s time to recalibrate. Despite
what you might think, expressing vulnerability and asking for help,
clarification, or input can be a sign of strength and confidence, not weakness.
The right questions are signals of trust — and they can inspire people to trust
you in return. For example, rather than telling your team about a new
opportunity you’ve identified, ask them, “Do you see a game-changing opportunity
that could create much more value than we’ve delivered in the past?” A big,
simple question like this can inspire a burst of collaboration and creativity
across the organization. And if you consistently demonstrate a question-first
mindset, you’ll help establish an overall culture of curiosity and learning that
will keep your team innovating and responding to challenges effectively. So try
it out this week: Ask your team a big-picture, open-ended question, and see if
it doesn’t lead to some new and exciting ideas.

Adapted from “Good Leadership Is About Asking Good Questions,” by John Hagel III

***


LEAD THROUGH UNCERTAINTY

Uncertainty is unavoidable. As a manager, you need to be prepared to lead your
team through murky waters, but doing so requires getting in the right mindset
yourself. Here are six tips to help you shift your perspective:

 1. Embrace the discomfort of not knowing. Move from a know-it-all to a
    learn-it-all mindset. You don’t need to have all the answers.
 2. Distinguish between “complicated” and “complex” issues. They require
    different solutions.
 3. Let go of perfectionism. Instead, aim for progress, expect mistakes, and
    recognize that you have the ability to continually course correct as needed.
 4. Resist the urge to oversimplify and come to quick conclusions. Take a
    disciplined approach to understanding both the complexity of the situation
    and your own biases.
 5. Don’t go it alone. Connect with your peers who have their own set of
    experiences and perspectives to draw from.
 6. Zoom out. Taking a broad, systemic view of the issues at hand can reveal
    unexamined assumptions that would otherwise be invisible.

Adapted from “6 Strategies for Leading Through Uncertainty,” by Rebecca Zucker
and Darin Rowell

 

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SMAATO, INC.

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SEMASIO GMBH

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CRIMTAN HOLDINGS LIMITED

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SCENE STEALER LIMITED

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BETGENIUS LTD

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CRITEO SA

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BLIS MEDIA LIMITED

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LOTAME SOLUTIONS, INC

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LIVERAMP, INC.

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GROUPM UK LIMITED

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LOOPME LIMITED

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DYNATA LLC

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TEEMO SA

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BIDSWITCH GMBH

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IPONWEB GMBH

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NEXTROLL, INC.

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TEADS

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STRÖER SSP GMBH (SSP)

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ADACADO TECHNOLOGIES INC. (DBA ADACADO)

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MEETRICS GMBH

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BOMBORA INC.

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SPOTX, INC

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EASYMEDIA GMBH

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DELTA PROJECTS AB

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ONETAG LIMITED

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ORACLE DATA CLOUD

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NEODATA GROUP SRL

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INNOVID INC.

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TACTIC™ REAL-TIME MARKETING AS

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NEUSTAR, INC.

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GP ONE GMBH

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CINT AB

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GFK SE

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AMAZON ADVERTISING

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