Make sure everyone feels welcome at casual networking events

It’s not uncommon for people on a team to get together outside of work hours. These unplanned, informal events can be useful ways to connect, share information and even make decisions. But they can also exclude some team members, even if it’s unintentional. As a manager, you can make sure everyone feels welcome at these kinds of events. Start by learning your employees’ preferences around social gatherings, including dietary restrictions and activities that make them feel comfortable. For example, make sure that not all events centre around alcohol, so people who don’t drink aren’t excluded. When you’re thinking about future events, plan some gatherings during the day or over lunch, so those who can’t stay late don’t miss out. And then pay attention to how often the team meets informally and who’s showing up. These details will help you figure out who isn’t coming, and reach out to invite them when necessary.

(Adapted from “How Managers Can Make Casual Networking Events More Inclusive,” by Ruchika Tulshyan.)

Equip your global team to turn down bribes

Commercial bribes are illegal in many countries, but members of your global team may still encounter officials who demand them. To handle these sensitive situations, prepare people to respond. Often a bribe isn’t about money — it’s about respect. So empower managers on the ground to say, “I can’t give you a bribe, but what I can do is ... “You might offer the official or their staff members a chance to participate in high-level decisions about your company’s commitment to the local community. Or you could talk about the official’s desired legacy and promise to publicly highlight their involvement in a mutually beneficial way. And be realistic about the costs of saying no to a bribe request. Could it lead to delays in delivery (if a customs official refuses to release goods at the border until he gets a kickback)? To failing to win a contract (if a minister expects a 10 per cent cut of the procurement deal)? When needed, adjust cost and timing estimates so that your company can pursue its goals in an ethical, sustainable way.

(Adapted from “How Managers Should Respond When Bribes Are Business as Usual,” by David Montero.)

Think of delegating as a chance to teach your employees

For many managers, the hardest part of delegating is trusting that a task will be done well. But it becomes easier when you think of it as a chance to train your staff — not just get rid of some work. The next time you need to delegate something, start by determining who on your team is ready to handle more responsibility. Then create simple tasks to help them learn the skills they’ll need. If you’d like someone to take over running a weekly meeting, for instance, have them practice each part of the process: One week, they can create an agenda, which you’ll review. The next, they can watch you run the meeting, with plenty of chances to ask questions. Eventually they’ll be ready to try running the meeting themselves, after which you can offer feedback. This kind of teaching can be time-consuming, but it will go a long way toward preparing your team for more-complex work.

(Adapted from “How to Stop Delegating and Start Teaching,” by Art Markman.)

Are you doing enough to retain your best employees?

Every manager knows it’s important to keep their best people. But when retention issues crop up, it’s easy to want to blame anyone but yourself. Instead of pointing the finger, think long and hard about why your employees may be thinking of leaving and what’s needed to increase their engagement. Consider the possibility that you, or other leaders, are contributing to the problem. Don’t rely on your gut, though — collect some data. For instance, quick “pulse surveys” can be useful for keeping tabs on how employees feel about their jobs, and the job that management is doing. You might hear some uncomfortable truths when you ask for their opinions, but don’t get defensive. Be open to listening and to changing how you manage based on what people say. The good news is that, if you signal to employees that you’re willing to make meaningful changes, some of them will feel supported and inclined to stay.

(Adapted from “Don’t Let Lazy Managers Drive Away Your Top Performers,” by Mark C. Bolino and Anthony C. Klotz.)

Published in Dawn, The Business and Finance Weekly, January 28th, 2019