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Stop the Drama and Do the Work
Workplace conflicts that turn into melodramas can hurt productivity and team morale. Ed Muzio, president and CEO of Group Harmonics, explains how such conflicts ...
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Burn Your Org Chart
The organizational chart can be a valuable tool for establishing authority and responsibility within a company. But Ed Muzio, CEO of Group Harmonics, explains ...
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Disagree, Don't Argue
Different interpretations can often lead to conflict. Ed Muzio, CEO of Group Harmonics, explains how to use "the five building blocks of reality" to ...
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Meeting Types: Information vs. Solution
Information and solution meetings have very different goals and processes. Information meetings happen periodically and have just one person updating a group of any ...
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Leadership: The Bathtub Model
Team leaders won't necessarily be intensely involved in every detail of a project, but that doesn't mean they're ignoring the team's work. Ed Muzio, ...
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Get More Done by Understanding Task Type
Having trouble getting something done? Ed Muzio, CEO of Group Harmonics, suggests pinpointing what type of task it is: methodical, a quick fix, or ...
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Smart Managers Read Behavior
Ed Muzio, CEO of Group Harmonics, outlines a strategy for reading behavior in the moment. He says to ask two questions: how is this ...
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Manage the People Managing You |At the Whiteboard
Ed Muzio, CEO of Group Harmonics, says in order to manage your "Role Set"--the people who set expectations with you and those who take ...
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Group Decision Making That Works |At the Whiteboard
Making decisions within a group can be a long and complicated process. Ed Muzio, CEO of Group Harmonics, suggests that no matter what method ...
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Saying No without Saying No |At the Whiteboard
By writing down your VSOs (Verbalized Summary Objectives), Ed Muzio, CEO of Group Harmonics, says you can deflect many requests before they even get ...
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Setting SMART Goals |At the Whiteboard
Ed Muzio, President & CEO of Group Harmonics, says that by setting SMART goalsspecific, measurable, attainable, relevant, and time-basedyou can avoid a lot of ...
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Nurturing Sales Leads
Phil Fernandez, President and CEO of Marketo, says that many companies today are not managing sales leads effectively. He suggests ways to utilize the ...
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Why Email Starts Fights!
Only 7 percent of what we say is conveyed through words -- tone and visual cues make up the other 93 percent. This is ...
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Improving Output
Do you have employees who are stuck, stalled or frustrated? Ed Muzio, CEO of Group Harmonics, shows you how to improve your team's results ...
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Hill of Influence
Team meetings can be tricky. You want everyone to participate, but no one to dominate. So, how do you determine the amount of interaction ...
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Encouraging Excellent Performance
Encouragementit free, it's fast, and it can change the way employees work. But it's more than just a pat on the back. It's the ...
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Turbo-Charge Your Meetings
Are employees' eyes glazing over at meetings? Do you start to wonder why you're even there? Edward Muzio of Group Harmonics explains how to ...
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Solve it Once!
Ever found yourself on a team where you're solving the same problem over and over again? Edward Muzio, President and CEO of Group Harmonics, ...
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Tuckman's Model: Fight Right
Conflict isn't necessarily a bad thing, in fact, it can create highly performing teams. Bruce Tuckman's theory of team development suggests that all groups ...
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Rules for Changing Behavior
Ed Muzio, CEO of Group Harmonics, explains how to get someone to do something differently without making them defensive. Learn the 6 simple steps ...
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Burn Your Org Chart
The organizational chart can be a valuable tool for establishing authority and responsibility within a company. But Ed Muzio, CEO of Group Harmonics, explains why it doesn't reflect the real world.
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Group Decision Making That Works |At the Whiteboard
Making decisions within a group can be a long and complicated process. Ed Muzio, CEO of Group Harmonics, suggests that no matter what method you go with, you institute a "Disagree and Commit" contract with each member. This means each person will support the decision no matter what, but will also be allowed to gather evidence to support a different decision if it doesn't work out.
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Leadership: The Bathtub Model
Team leaders won't necessarily be intensely involved in every detail of a project, but that doesn't mean they're ignoring the team's work. Ed Muzio, CEO of Group Harmonics, suggests following the "bathtub" model to reassure your team that you will be more involved at the beginning and the end, and that you will "bubble up" as needed if there are any changes, conflicts, check-ins or clarifications to be made.
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Why Email Starts Fights!
Only 7 percent of what we say is conveyed through words -- tone and visual cues make up the other 93 percent. This is why emails are so often misunderstood. Ed Muzio of Group Harmonics suggests using email only when you should: to convey facts and data, and when no emotion or sensitive issues are involved.
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Encouraging Excellent Performance
Encouragementit free, it's fast, and it can change the way employees work. But it's more than just a pat on the back. It's the art and science of getting someone to do more of something they're already doing well. Follow the SPPIFI techniquespecific, pure, positive, immediate, frequent, and irregularto get more greatness out of the people you work with.
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Tuckman's Model: Fight Right
Conflict isn't necessarily a bad thing, in fact, it can create highly performing teams. Bruce Tuckman's theory of team development suggests that all groups progress through various stages of performance: from forming to storming, then norming, and finally performing. By learning to fight about the right things--goals, roles, and strategiesteams can reach the final stage more quickly.
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Setting SMART Goals |At the Whiteboard
Ed Muzio, President & CEO of Group Harmonics, says that by setting SMART goalsspecific, measurable, attainable, relevant, and time-basedyou can avoid a lot of frustration. Managers who follow these steps increase the chances of an employee completing a task successfully and decrease the amount of time it takes to meet their goals.
-
Disagree, Don't Argue
Different interpretations can often lead to conflict. Ed Muzio, CEO of Group Harmonics, explains how to use "the five building blocks of reality" to keep a disagreement from becoming an argument.
-
Green Tech 101
Adam Grosser, general partner of Foundation Capital, describes the different categories of green technology and the challenges they face.
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Get More Done by Understanding Task Type
Having trouble getting something done? Ed Muzio, CEO of Group Harmonics, suggests pinpointing what type of task it is: methodical, a quick fix, or a long range one. Once you've determined the task type, follow the key steps to boost your productivity.
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Improving Output
Do you have employees who are stuck, stalled or frustrated? Ed Muzio, CEO of Group Harmonics, shows you how to improve your team's results by following six key factors for performance: purpose, resources, incentive, visibility, encouragement, and capability.
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Manage the People Managing You |At the Whiteboard
Ed Muzio, CEO of Group Harmonics, says in order to manage your "Role Set"--the people who set expectations with you and those who take up most of your time--you need to build trust. He explains that by using the ICE modelidentify, connect, and explain they will see you as predictable, reliable and responsible.
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Smart Managers Read Behavior
Ed Muzio, CEO of Group Harmonics, outlines a strategy for reading behavior in the moment. He says to ask two questions: how is this person approaching their environment, and what is their primary focus? By answering these, you can determine if this person is trying to direct, inspire, stabilize or regulateand respond appropriately.
-
Stop the Drama and Do the Work
Workplace conflicts that turn into melodramas can hurt productivity and team morale. Ed Muzio, president and CEO of Group Harmonics, explains how such conflicts play out and how to resolve them, so everyone can get back to work.
-
Hill of Influence
Team meetings can be tricky. You want everyone to participate, but no one to dominate. So, how do you determine the amount of interaction and how do you shift the balance? Ed Muzio offers up the self-regulating "Hill of Influence" model.
-
Saying No without Saying No |At the Whiteboard
By writing down your VSOs (Verbalized Summary Objectives), Ed Muzio, CEO of Group Harmonics, says you can deflect many requests before they even get to you. Your VSOs should include what you're doing, how much of your resources are being devoted to it, and what your intended results will be.
-
Solve it Once!
Ever found yourself on a team where you're solving the same problem over and over again? Edward Muzio, President and CEO of Group Harmonics, says that by using the "hourglass model"--agreeing on the facts first and managing your meetings better, you're more likely to find a solution that sticks.
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Rules for Changing Behavior
Ed Muzio, CEO of Group Harmonics, explains how to get someone to do something differently without making them defensive. Learn the 6 simple steps to follow.
-
Turbo-Charge Your Meetings
Are employees' eyes glazing over at meetings? Do you start to wonder why you're even there? Edward Muzio of Group Harmonics explains how to turbo-charge meeting agendas by adding 'expected outcomes'.
-
Nurturing Sales Leads
Phil Fernandez, President and CEO of Marketo, says that many companies today are not managing sales leads effectively. He suggests ways to utilize the marketing department to monitor and motivate leads and encourage them into the sales cycle.
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1
SHWETAK
RE: Rules for Changing Behavior
Its nice, but needs to be applied properly..
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2
dougsmithtraining
RE: Rules for Changing Behavior
Well said in about three minutes. I'm not likely to
remember the "acronym" but I will remember the key
points.
It's especially helpful to remember to limit the scope of
the change you're looking for so that you don't
overwhelm someone. I also like the cautionary note to
eliminate the word "but" and keep your feedback pure.
It's much more effective that way!
Doug Smith
http://www.dougsmithtraining.com -
3
joseph310
RE: Rules for Changing Behavior
Excellent overview in 3 minutes
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4
plucket
RE: Rules for Changing Behavior
That's the key. Remove the wall of defense and stick to one objective at a time. One employee remarked, " I think I am on a roller coaster ride."
True value added to the ever demanding job of managing people. -
5
desigrrl
RE: Rules for Changing Behavior
excellent!!
