Category: Article
-
The gift of feedback
The gift of feedback Dealing with feedback is an essential part of any learning process. Taking into account other people’s perceptions of what we do or say can be a very valuable insight into ways in which we can develop and improve our performance. However, knowing how to give feedback does not come naturally, and
-
Due credit!
Due credit! Patents, copyrights, trademarks… there are many ways to protect intellectual property and yet, despite these precautionary measures, it seems that colleagues sometimes still slip up: plots done by one person are used in another’s presentation without being appropriately credited, citations are wrongly assigned, references are inaccurate… Plagiarism and misappropriation do not only happen
-
A world without lies?
A world without lies? Can a world without lies exist? Are there different types of lies, some more acceptable than others, or is that just an excuse that we use to justify ourselves? What consequences do lies have in the working environment? If we look in the dictionary for the definition of “lie”, we find:
-
Are you being served?
Are you being served? A few weeks ago, I overheard a conversation in the cafeteria where a colleague was asked how it was that he was always smiling… his answer was immediate – “That’s easy”, he said, “I work in such a great place – great science, great people, great opportunities…”. Amidst the general laughter
-
“It’s not fair…”
“It’s not fair…” The perception of unfair treatment in the workplace can often lead to conflict and a sense of demotivation, which ultimately leaves us feeling discouraged and helpless. What are some of the strategies that would allow managers to prevent or limit the risk of allowing these situations to develop or, on the other
-
Third letter from ombudsland: focus on fairness
Third letter from ombudsland: focus on fairness Spring is here again, and once again it is time for the annual conference of the International Ombudsman Association. In the two previous ”letters from Ombudsland”, I first reviewed the Ombud’s code of ethics and the four basic principles governing the role, and subsequently I shared a key
-
Defeating unconscious bias
Defeating unconscious bias Do you have a tendency to switch off at meetings every time a particular colleague starts to speak? Is it obvious to you that your colleagues will never accept a peer as a project leader? And doesn’t that candidate from your own alma mater clearly have a definite edge over the others?
-
That’s not what I meant…
That’s not what I meant… Have you ever been surprised by a negative reaction to an e-mail that you believed to have been efficient, helpful and to-the-point? This happens more often than you may realise, as communication is about what they hear, not what you say. So you dashed off a reply to that query
-
Sowing the seeds of trust… continued
Sowing the seeds of trust… continued Are you able to assign tasks to your staff and then let them get on with them… or do you tend to hover over them to check on their progress? Observing and controlling supervisees too closely can be counterproductive, as it is often perceived as micromanagement and results in
-
Sowing the seeds of trust…
Sowing the seeds of trust… As a boss, do you unconditionally stand by your line management when they are involved in potential conflicts with their supervisees or do you take a stand and look into the issue yourself? Marc goes to see Anna, his Group Leader, because he feels his team is being treated unfairly