Tags |
|
|
Links |
|
|
Casual Articles - Managing Your Team (Part 9) - Is That a Fact or Just an Opinion?
Have you ever given a thought to business stationary you use in your business? Some of you may wonder what the big deal about business stationary is. The fact is that high-quality business stationary can help you build a positive image about your company irrespective of the type and size of business. Moreover, well-designed and professional business stationary can help your business stand apart from your competition.Business Stationery - An effective and powerful tool for business communication and moreBusiness
"Constructively" means we are challenging the statement in oder to get a positive outcome and not attacking the individual personally, for example...
"If we accept what you have said as feasible, what data can you provide to test it?"
"Tell us how you can prove that those last statements are true"
"That idea sounds really good. Given there is not a lot of supporting data, what can we do to help justify running with it?"
"What data do we need to provide that verifies the conclusions are based on fact and not opinion?"
Note that a lot more information will be forthcoming when we ask open, searching questions, for example...
What's the difference between "can you provide data?" and "what data can you provide?"
Negotiating is no game. It is not for the weak or the fragile. It takes assertiveness and someone who feels comfortable in the mano-a-mano world of business. Can women negotiate the deal as well as their male counterparts? Absolutely! In some cases, they may even do a better job. Women have a definite edge at the negotiating table because of their instincts and natural power of persuasion.Women usually look for a win/win in negotiations. In Getting to Yes, the classic book on negotiation by the Harvard Negotiation Proje
Perhaps it's human nature, maybe it's all to do with power and influence - there can be a tendency to accept, without question, statements made by those in a position of power or those we regard as experts in their field.
Within your organization, you'll know 'the rules'. You'll know what can be said, what can be questioned and who can be questioned. I've been there and have to say that I didn't always get it right.
I can only hope that your organization believes in the real practical value of empowering individuals to develop and add value in an open and structured environment.
Even if it's not, the purpose of this article is to...
Ask you, as team leader, to create and maintain the team environment within which openness is encouraged, and all team members feel enabled and safe to question statements made and conclusions reached. Allow them to take a risk
Why is this important?
From the day we discovered the world was round to landing on the moon, from the quill to the laptop - where would be today if nobody questioned, if nobody challenged, if nobody felt enabled to take a risk?
I am not suggesting we create a free for all. The emphasis still needs to be on adhering to the agreed ground rules and following a structured, systematic approach. Having said that, as leaders of our team, we can lead by example - we can get into the habit of presenting facts and supporting data not opinions. We can remind the team how successful we / they have been by following a behaviour of fact driven, data supported problem solving/decision making.
Give real examples to support argument, especially if you have examples of disastrous outcomes when decisions were based solely on opinion. This behaviour sets clear expectations in the minds of our team members.
Everyone benefits, you, the team, the organization, the customer.
Why should this behaviour be encouraged?
How do we manage this behaviour?
Boring as it may be to some, when the team is in the forming stage, set it as a ground rule that whenever the team leader, a team member, or a guest speaker gives a presentation or simply provides information, all statements are based on fact which is supported by data and not merely someone's educated opinion or hearsay.
Of course there will be times when this is not possible but that's the whole point of encouraging an open approach and a risk-free team environment - bottom line - if there is a lack of data, the statements or decisions can be challenged constructively and through that challenge, the team reaches consensus before moving on.
"Constructively" means we are challenging the statement in oder to get a positive outcome and not attacking the individual personally, for example...
"If we accept what you have said as feasible, what data can you provide to test it?"
"Tell us how you can prove that those last statements are true"
"That idea sounds really good. Given there is not a lot of supporting data, what can we do to help justify running with it?"
"What data do we need to provide that verifies the conclusions are based on fact and not opinion?"
Note that a lot more information will be forthcoming when we ask open, searching questions, for example...
What's the difference between "can you provide data?" and "what data can you provide?"<
There are four phases that are absolutely essential to making your story cohesive, clear and easy to follow. The first phase involves setting and characters. Your audience needs to have some sense of where and when the story is taking place. Did this story happen in the past or is it occurring in the future? What era is it supposed to take place in? Where does the action take place? On a farm, in the workplace, on a fishing trip or at a store? Immerse your audience within your story's context as much as possible so the
Ask you, as team leader, to create and maintain the team environment within which openness is encouraged, and all team members feel enabled and safe to question statements made and conclusions reached. Allow them to take a risk
Why is this important?
From the day we discovered the world was round to landing on the moon, from the quill to the laptop - where would be today if nobody questioned, if nobody challenged, if nobody felt enabled to take a risk?
I am not suggesting we create a free for all. The emphasis still needs to be on adhering to the agreed ground rules and following a structured, systematic approach. Having said that, as leaders of our team, we can lead by example - we can get into the habit of presenting facts and supporting data not opinions. We can remind the team how successful we / they have been by following a behaviour of fact driven, data supported problem solving/decision making.
Give real examples to support argument, especially if you have examples of disastrous outcomes when decisions were based solely on opinion. This behaviour sets clear expectations in the minds of our team members.
Everyone benefits, you, the team, the organization, the customer.
Why should this behaviour be encouraged?
How do we manage this behaviour?
Boring as it may be to some, when the team is in the forming stage, set it as a ground rule that whenever the team leader, a team member, or a guest speaker gives a presentation or simply provides information, all statements are based on fact which is supported by data and not merely someone's educated opinion or hearsay.
Of course there will be times when this is not possible but that's the whole point of encouraging an open approach and a risk-free team environment - bottom line - if there is a lack of data, the statements or decisions can be challenged constructively and through that challenge, the team reaches consensus before moving on.
"Constructively" means we are challenging the statement in oder to get a positive outcome and not attacking the individual personally, for example...
"If we accept what you have said as feasible, what data can you provide to test it?"
"Tell us how you can prove that those last statements are true"
"That idea sounds really good. Given there is not a lot of supporting data, what can we do to help justify running with it?"
"What data do we need to provide that verifies the conclusions are based on fact and not opinion?"
Note that a lot more information will be forthcoming when we ask open, searching questions, for example...
What's the difference between "can you provide data?" and "what data can you provide?"
The number one etiquette tip for interviews is writing a thank-you letter. This is not a tool commonly used by job seekers right now. If you are looking for an advantage and a way to stick out above the other job applicants then follow up your interview by showing appreciation and courtesy.The letter should be written and sent within 24 hours of your interview and sent to all people who either interviewed you or helped you out in the process. If it is not appropriate to send a letter to everyone who was involved with your i
Give real examples to support argument, especially if you have examples of disastrous outcomes when decisions were based solely on opinion. This behaviour sets clear expectations in the minds of our team members.
Everyone benefits, you, the team, the organization, the customer.
Why should this behaviour be encouraged?
How do we manage this behaviour?
Boring as it may be to some, when the team is in the forming stage, set it as a ground rule that whenever the team leader, a team member, or a guest speaker gives a presentation or simply provides information, all statements are based on fact which is supported by data and not merely someone's educated opinion or hearsay.
Of course there will be times when this is not possible but that's the whole point of encouraging an open approach and a risk-free team environment - bottom line - if there is a lack of data, the statements or decisions can be challenged constructively and through that challenge, the team reaches consensus before moving on.
"Constructively" means we are challenging the statement in oder to get a positive outcome and not attacking the individual personally, for example...
"If we accept what you have said as feasible, what data can you provide to test it?"
"Tell us how you can prove that those last statements are true"
"That idea sounds really good. Given there is not a lot of supporting data, what can we do to help justify running with it?"
"What data do we need to provide that verifies the conclusions are based on fact and not opinion?"
Note that a lot more information will be forthcoming when we ask open, searching questions, for example...
What's the difference between "can you provide data?" and "what data can you provide?"
Good question, considering that nowadays you can find many
useful resources to help you write your own resume
(including many located at http://www.impressive-resumes.com).A professionally written resume might be just what you need.
On the other hand, perhaps you can easily write your own
resume using a resume template or commercially available
resume writing software. How do you decide which is right
for you?Here are a few questions you can ask yourself to help you
decide.* "Do I have the time to do the j
How do we manage this behaviour?
Boring as it may be to some, when the team is in the forming stage, set it as a ground rule that whenever the team leader, a team member, or a guest speaker gives a presentation or simply provides information, all statements are based on fact which is supported by data and not merely someone's educated opinion or hearsay.
Of course there will be times when this is not possible but that's the whole point of encouraging an open approach and a risk-free team environment - bottom line - if there is a lack of data, the statements or decisions can be challenged constructively and through that challenge, the team reaches consensus before moving on.
"Constructively" means we are challenging the statement in oder to get a positive outcome and not attacking the individual personally, for example...
"If we accept what you have said as feasible, what data can you provide to test it?"
"Tell us how you can prove that those last statements are true"
"That idea sounds really good. Given there is not a lot of supporting data, what can we do to help justify running with it?"
"What data do we need to provide that verifies the conclusions are based on fact and not opinion?"
Note that a lot more information will be forthcoming when we ask open, searching questions, for example...
What's the difference between "can you provide data?" and "what data can you provide?" "Constructively" means we are challenging the statement in oder to get a positive outcome and not attacking the individual personally, for example... "If we accept what you have said as feasible, what data can you provide to test it?" "Tell us how you can prove that those last statements are true" "That idea sounds really good. Given there is not a lot of supporting data, what can we do to help justify running with it?" "What data do we need to provide that verifies the conclusions are based on fact and not opinion?" Note that a lot more information will be forthcoming when we ask open, searching questions, for example... What's the difference between "can you provide data?" and "what data can you provide?" Managing Your Team (Part 10) will look at Why Assumptions Are Dangerous
You will never become a truly effective manager and leader as long as you feel compelled to have everyone like you.That's rock-solid career advice you can bank on.Of course, your task as a leader is made easier, and more pleasant, if your associates like you. But your becoming an effective manager and leader over any period of time will not be based primarily on your popularity. Instead, it will depend on the respect followers have for you and their feeling they can trust you to do the right things at the right time.ge, the team reaches consensus before moving on.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.casualarticles.com/article/45711/casualarticles-Managing-Your-Team-Part-9--Is-That-a-Fact-or-Just-an-Opinion.html">Managing Your Team (Part 9) - Is That a Fact or Just an Opinion?</a>
BB link (for phorums):
[url=http://www.casualarticles.com/article/45711/casualarticles-Managing-Your-Team-Part-9--Is-That-a-Fact-or-Just-an-Opinion.html]Managing Your Team (Part 9) - Is That a Fact or Just an Opinion?[/url]
Related Articles:
Online Casino Jobs - Top Five Jobs
Establishing A Customer Loyalty Program
Small Business Marketing Through Podcasts
Bookmark it:
|