Filed under

HR

 

HR TIP: How to Stop Heckling Interruptions During Your Presentation and Meetings

Media_httpayfrogcomim_vixee

When you were in the 2nd grade, you know that kid who constantly had is hand up the whole year? It wasn't just the hand reaching for some unreachable invisible fruit. It also came with an, "ooh! ooooh! oooooooohhhhh!!!"

Well, that kid is now in the conference room with you. And after 30 years, she's got a lot more to say.

Sadly, its on your time dime. You've got a point to make. You've got people to win over. But you're being ambushed.

If you try to squash the interruptions, you come across looking like an insecure despot. If you let it go on, you look like in impotent door mat. 

If you try to squash the interruptions, you come across looking like an insecure despot. If you let it go on, you look like in impotent door mat. So how do you swat the fly? You don't. You get everyone else in the room to do it for you.

Do it right and you will quell the insurrection and simultaneously gain curry the awe of everyone in the room. It's straight out of the Art of War. 

This is what you do: as soon as the interruption and heckling becomes evident, and the timing here is crucial, pay the attention hog more than undue attention. Totally surrender to the interruption. It will make you look confident and tollerant. When the blech blows over, write down notes about what was said on the whiteboard. Attribute it to the attention hog by name. Look at him and tell him the issue he brought up was important enough to write down. And that you need time to think about it so you'll circle back to it. 

Then, when he interrupts again, just write down his name on the board again. Repeat.

Very quickly, everyone in the room will become absolutely intollerant of seeing that name. You will come across looking like Abraham Lincoln. People will listen to you.

For the next leadership and human management tip straight from the Art of War, subscribe to ___________________

Filed under  //   HR   expectation_management   humanresources   leadership   management   people-management  


Google Groups
Subscribe to Sparkah Secrets
Email:

Comments [0]

10 Habits that Keep You Underpaid and Underemployed

Media_httpstatictheho_bvaje

I work with 3 amazing crackerjack programmers. They deliver on time and beyond expectations. I pay them. 

If you're a writer or a designer or a programmer and you're not getting paid what you think you're worth, here's why:

You have sweaty-hairy ball sucking habits.

Media_httpwwwfreechri_sykna

I'll tell you what they are since you're so used to them you've become colorblind to them.

10. You're afraid of not getting the job
You're so afraid of not getting the job, you're willing to overpromise. I've interviewed over 650 programmers this year alone. If 640 of them tell me they can't do it and you tell me you can, for half the price, my first reaction is not, "Hallelujah! I've found the Messiah!" It's "what an idiot." 

Move into your parent's garage. Eat ramen. Do whatever it takes to get to a point where there won't be the slightest hint of desperate neediness in your voice. Then talk to me.

9. You don't manage expectations
Not only do you over promise, you don't lower your prospective bosses expectations. So now, you've created two problems.
a) You gave your not-likely-to-be-your-boss-anymore person expectations you can't deliver on
b) You didn't take away your not-likely-to-be-your-boss-anymore person's preexisting expectations

8. You didn't ask, "what do you mean?"
You must ask "what do you mean?" for every request. This must be a habit of yours. If your not-likely-to-be-your-boss-anymore person asks you to fix a dent, you've got to ask, "what do you mean?" You may think you know what he means. But chances are, 90% of the time, you definition and his are different. You may pound out a dent and bondo the thing. He may want you to replace the entire door. If your not-likely-to-be-your-boss-anymore person asks you to have a report to him "fast," you gotta ask, "what do you mean?" Fast to you may be 24hours. Fast to him may be 5 minutes. You must ask, "what do you mean?"

Media_httpmentalfloss_qjbmp

7. You interrupt
During a conversation with a client, instead of cautiously listening and trying to figure out what he wants to get across to you, you interrupt. Sure, you interrupt to build rapport and communicate that you know what he means but in reality, it doesn't come across that way. It comes across like you don't care, you don't listen, and you're trying way to hard to impress him with your knowledge. But what's most impressive is when someone understands me. To understand, you must listen.

Media_httpwwwtreehugg_dbsha

6. You don't date
Have you ever been told by someone to meet you in some nebulous place? Something like the bush on the east side of big rock. Or the 3rd waterfall from the cliff. The whole time you go looking for this place, you're totally insecure and anxious. Meeting this person is a total stress bucket. Well... as true as that is for 2 dimensional planes (places), it's infinitely more stressful when you tell your boss or your not-likely-to-be-your-boss-anymore person to meet you in some nebulous time.

"I don't do that!"

You might think. Yes, yes, you do. And you do it all the time. When your boss tells you he needs you to finish up those TPS reports, you say, ok. But never say when.

If you only commited to a precise location on the clock, your boss could rest easy knowing that all he has to do is think about those TPS reports when the time comes. If you don't say when, he will stress about them the whole time.

Date. Date everything. And put out on the first date.

5. You don't keep your appointments
Your boss is rediculously busy. So he sucks at keeping appointments. This means he needs someone to blow where he sucks. You can't both suck at the samething. I've seen people try. It doesn't work well.

4. You ask the wrong questions
If you're not sure of something, like the term AE/PM, don't ask your not-likely-to-be-your-boss-anymore person. Google it.

Media_httpwwwmypinkto_jtdwt

3. You don't ask any questions
You got to ask key questions so your not-likely-to-be-your-boss-anymore person knows that you want to go more deeply into what he wants. It makes him feel like you genuinely care. But be careful. If you ask the wrong questions, it looks like you don't have any experience. But if you don't know how to ask the key questions, it's simply because you weren't listening carefully. This is probably because of (see #7)

2. You don't remember the answers
Take notes. If you don't take notes, you'll forget what you were told. Worse yet, your not-likely-to-be-your-boss-anymore person will know that you don't care if you forget what he says.

1. Stay tuned... this one is big. Friend me at http://facebook.com/bob.wan.kim to be notified when #1 is ummm... done

If you follow me on twitter, you'll get more of my painfully harvested epiphanies from the trenches of the internets: Follow me at http://twitter.com/journik

Filed under  //   HR   expectation   expectation_management   expectationmanagement   management  


Google Groups
Subscribe to Sparkah Secrets
Email:

Comments [0]

How to Get A Raise and Promotion (Lessons I learned from Harvard and a Real Jerk)

Media_httppopstaronli_iodbl

We had Canon CLC's in every department. Mini portable overhead projectors on every desk. Two Apple theater displays bolted to every computer. We had it good. We were the best of the best in the tech world. We even had massage therapists come by our open desks twice a day. 

But some of us were even better.

I remember Jeff Kapinsky. He started after my friends did. His education and resume were no better than ours. But he quickly became our supervisor, then department head. This is how he did it.

Media_httpdavidcoethi_cfjby

1. He asked each of us when we went to sleep and woke up.
Then, he made sure to send out his last email responses to the executives just after the latest time and woke up to send out his first email before our earliest time. It looked like Jeff worked 20 hours a day.

2. He was always in the office minutes before any of us or the executives.
Then took naps in his car. But everyone on the office thought that if Jeff wasn't in his cubicle, he was in some mission critical conference call.

3. He always carried a yellow note pad with him when he walked in the direction of the executive offices.
Turns out, most of the time, he just did a fly-by to hit the executive water cooler. But everyone thought he was busy zipping about to meet with the executives.

He was a dirty bastard... But a well paid one

4. We wore sneakers. He wore Ferragamo.

5. He took each of the executive assistants out to lunch in rotation.
He became the designated executive airport-run-man. Within a month, Jeff was on a first name basis with all of the executives and their families.

BONUS:
Even before he became our department head, he took all the other department heads out for golf and surfing. He knew more about every crevice of the company than anyone else. He became the clear choice for every promotion.

Atleast we still had our foosball table.

For more of my odd insights gleaned from the Dot Com, follow me @journik And since I have a fair size following... let me know if you want me to RT or blog about anything important to you. And of course, I'd be honored to have you RT this blog! - Bob Wan Qi Kim

Filed under  //   Dao of Business   HR   business   harvard   promotion   raise  


Google Groups
Subscribe to Sparkah Secrets
Email:

Comments [3]

How to Destroy the Five Jerks at Work - The Tao of Business 3/3

3/3 Continued from: http://journik.posterous.com/how-to-control-that-emotional-jerk-at-work-10

Media_httpzoicecomwpc_clkts

"Qi, or chi" is the internal nature of what makes everything what it is. The qi of a joke can create laughter just as the qi of a sour candy can make children laugh. Both create fire qi which is felt as joy.

The Master stood up as if to lead me somewhere else. I stood to follow. He stopped me - saying, "wait here for me. I'll be right back." We were in his dojo - a large industrial warehouse. Later, I came to find that it was the training facility of deadly swordsmen. They can disarm a gunman with a cocked hammer from 25 feet away before a gun can fire. This is done by flying - not running. I only discovered this because I witnessed two days of training before the Master returned. The dojo was cold at night.

"Have you ever tried to sober up a drunken friend while he is driving?" The master asked. I thought maybe he was missing for two days because he got a DUI. The master continued as if he had only been gone for a minute.

"Your drunken friend will play his music loudly, yell along with it, weave all over the road, and endanger all who come near him. He is intoxicated with joy because his liver qi created fire qi. If you become angry at him, he will only drive more recklessly to challenge you. If you laugh at him, he will feel you support his intoxication. If you lovingly ask him to sober up, he will be emboldened to drive more dangerously. And if you sadly complain that he is endangering your life, he will mockingly drive even more recklessly."

Media_httpimagesparao_ienxo

The qi of wood is also within the color green, the liver, the muscles, and more. Wood element qi can be extracted from any of these interchangably.

Media_httpimg690yfrog_hgpta

It was then that realized that the Master was teaching me the destructive cycle of the 5 elements.

"The only element that can destroy the fire element is water. Joy is within fire as fear is within water. Use fear qi. Simply ask him, 'Friend, is that a police car behind you?'"

The master continued, "Women are funny creatures. They intuitively know so much more than men but have the hardest time articulating their understanding. When a woman wants to stop a man from loving her, she does not try to make him happy. She does not sadly ask him to keep his distance. She does not fearfully tell him about her discomfort. This would just make the man want to love her more and protect her. No, she dates his best friend. In America, you even have the right color for it. You say, "green with envy." But it is not envy. It is anger. The only time lovers CONTINUED in http://journic.com Blog.

If you enjoyed this post, please do click the facebook share button. And say hi to me @journik - I'd love to hear what you are working on. Let's see if we can team up and support each other. I would love your help.

Filed under  //   HR   dao   dao-of-business   daoism   emotional-intelligence   management   people-management   tao   taoism  


Google Groups
Subscribe to Sparkah Secrets
Email:

Comments [5]

5 Elements: The 5 Emotional Saboteurs That Will Destroy Your Company (Lessons I Learned from a Kung Fu Master)

I was the kid who made all the other kids laugh in the 5th grade. It was mostly about something Mrs. Grantham said or did. I loved putting her on the spot. I loved getting all the attention from all the other kids. I loved feeling special. I was a jerk.

Mrs. Grantham didn't seem to mind for quite a while. She even laughed along with the rest of the class. Funny thing, This made me want to try harder to get a reaction from her. Yep. I was a real jerk.

But I was a successful jerk. One day, the little ten year old version of me went a little too far. Mrs. Grantham said something that left her wide open for one of my attacks. I charged in. The whole class laughed and the hallway echoed. Mrs. Grantham did not. With one sigh, she broke me by saying, "There's always one in every class."

Media_httpwwwlegaljui_gkhta

I didn't know why but from that moment on, my class-clown was emasculated. I'd never try to userp the attention of my class again.

In retrospect, I can see Mrs. Grantham's genius. I wanted all the attention because it made me feel special. At home, I was largely ignored by my double shift working immigrant Korean parents. So it's understandable that a ten year old would want to fill that gap. But Mrs. Grantham was not about to let me satisfy my emotional vacancies at the expense of 32 other kids in class.

She broke me of my emotional vampirism. By saying what she said, she made one little boy realize that every class in the world had a duplicate clone of me. She made me realize that no matter how funny I became, no matter how much attention I could steal away, I was just falling into a preset mold. Making a class laugh no longer made me feel "special."

In the ecosystem of emotions, 1. anger creates joy; 2. joy creates love; 3. love creates sadness; 4. sadness creates fear; 5. fear creates anger.

Media_httpruggerjayty_hyewz

The Five Emotional Saboteurs Who Will Destroy Your Company

By the time I was in my early 23 working in San Francisco's Pre Bust Dot Com, I became pretty good at managing people. We worked 18 hour days, had an inhouse chef, shower, massage and laundry service. It was like being in prison for launching a multi-billion dollar ponzi scheme - some idiot has to try to establish his prison rep. Some idiot has to make his mark by bending you over and you get the rest.

That guy would be the angry guy. He imposes on you, shit-talks your most promising ideas, and interrupts you in the conference room. He breaks up team spirit like roots to a sidewalk. But he's not the only emotional idiot who destroys productivity.

There's the overly happy guy. Harvard B School admonishes, "Do not celebrate too soon." But Mr. Premature Champagnepopjaculator never went to B School. He celebrates before the check clears the bank. He lulls everyone into a false sense of security. This is how I lost most of my money during the Dot Bomb.

In the ecosystem of vision, staring at 1. green makes everything look red; 2. staring at red makes everything yellow; 3. staring at yellow turns everything white; 4. staring at a bright white sun makes everything black; 5. staring in a black room reveals green stars

Media_httpunder30ceoc_iqchf

Then there's Mr. Love-a-Lot. He falls in love with a concept so deeply, he ignores overlooks the marketability, the profitability, the scalability, and even the doability of it. He insists that this project will change the world. He insists that women around the world should be able to shop from home without endangering the lives of their children by driving on dangerous roads to a supermarket with even more dangerous plastic bags children can suffocate from and shopping carts they can fall out of. I believed him. As a 24 year old, it never occurred to me that women like to shop. And they like to touch the produce before they buy it. This is how I lost most of the rest of my money working on eGrocer.com.

Just as destructive as Mr. Shit-Talking Back Stabbing Angry Guy, Mr. Premature Champagnepopperjaculator, and Mr. Blindly Love-a-Lot, is our next-to-last emotional saboteur, Mr. Downer. Mr. Downer always has to sit closest to the water cooler. No matter how charged up and caffeinated you are, one innocent jaunt to the water cooler drains all of your energy . His cubicle is an emotional vortex. That swivel lamp of his looks alarmingly like a hungry blood sucking leech. Sure, after the Dot Bomb, all my team mates lost everything. I lost my apartment. I lost my cars - both of them. I even lost my girlfriends - both of them. This cold metalic depression cuts all chances of reinventing yourself. If you overcome situational depression, you can build a multi-million dollar business out of the dirt. Zappos did. They overcame depression and sold to Amazon at the peak of the new recession.

Last on the list of the five emotional saboteurs is Mr. Fear Monger. B School drills into you the importance of "burning your boats." This is to create the kind of fear that happens when Vikings face an opponent five times their size then realize (by observing their burning escape boats) that the only way off of the island is to fight your way to victory. This fear creates passionate martial anger. Mr. Fear does the opposite. He is the one who brings up all the what-ifs but not in a way that makes your game plan tighter. He lists off a litany of reasons you shouldn't follow your dreams. Mr. Fear Monger's fear is not the constructive, exhilirating, "bet the company" kind of healthy fear. His will make the company's funding evaporate if the emotional toxins waft up to the VCs.

Media_httpwwwgilesbow_poarj

I had already amassed enough priceless 20/20 hindsight to make me a billionaire but I was broke. After several failed dot coms, destroyed credit, and being pulled out of my dream European retirement from being penniless (I retired to Europe for several years with what little money I could pull out of my shares before it all crashed. I left Europe from Valencia, Spain after spending a week eating only oranges because I was too proud to beg), I decided to start another dot com. But this time, I was determined to neutralize emotional saboteurs. I was going to build one more dot com but this time, I was going to be 100% armed and ready.

This is when I met a Kung-Fu Master.

Continued: How To Control That Emotional Jerk at Work (10 lessons I learned from a Kung Fu Master and 5th Grade Teacher - The Dao of the Five Elements | Reference: Dangerous Errors In the Acupuncture and Moxabustion Textbook: 5 Elements

Filed under  //   5-elements   Dao of Business   Dao of war   HR   business   dao   daoism   people-management   tao   taoism   team-building  


Google Groups
Subscribe to Sparkah Secrets
Email:

Comments [5]