Recent content from Liz Reyer
A successful approach builds in flexibility and acknowledges the inherent ups and downs.
Q: I totally lost it this morning. Parenting and working is a lot to handle, and I am almost always living life right at the…
Look for some low-risk ways to vent, then try moving ahead.
Understand the roots of your concerns and focus on the benefits you can realize.
Q: I'm on a multi-department team that is overseeing some major organizational changes. It's a smart and dedicated group. The challenge is that we've had…
Q: I'm more negative than I'd like when I go into new situations or meet new people. I'm hypercritical, not on purpose, but it gets…
This calls for both inner and outer work to resolve.
You need to decide if you can be a difference maker in this situation.
Be open to planning and serendipity to get the most new learning opportunities.
Q: I like sending team members to conferences, panels and other learning activities. But no matter how much I ask, they are not good about…
Q: What do you do when executives support a change initiative but individuals (and even some mid-level managers) resist? How can I get people to…
Great things happen when a team comes together.
Be real with yourself, own your behavior and find new ways to interact.
A seasonal slump is not uncommon.
It's helpful to build on positives, but you may have to dig deep.
A big part is believing in yourself; then you will be able to tell a compelling story about your readiness to return.
This is a control device, whether it's intentional or not.
If you want a no-risk solution, you are not really stepping up to take responsibility for your actions.
Q: I want to get my year off to a good start from a planning and direction point of view. What's the best way to…
I've been spending some time feeling fortunate. There are the obvious reasons. A great family, good health, caring friends and interesting work. I wish this…
Q: Last year we had a huge mess at the holidays, with too many people off work, not enough arrangements made for coverage, etc. After…
If you're still selling the same products in the same way, it's not a surprise that you're seeing declines.
Rather than trying to change them, focus on your own leadership skills.
It's easy to fall into the trap of believing that others are causing your feelings.
Q: As the owner of a small business in a small city, I'm having trouble attracting and retaining good employees. There is also a larger,…
Combine new skills and authenticity to help you meet the needs of this role.
Set aside the reputation, at least for the moment, and be clear, direct and firm.
Q: I reconfigured my management team after a merger of two small companies, promoting a couple of very talented people from the other company. I've…
The last thing you want is to go from impersonal to phony.
Your primary anchor needs to be your inner values.
Regarding performance issues, employees and managers often see things differently.
Use your track record of last-minute saves to make a case for earlier engagement.
Q: I’m a project manager whose executive sponsors continually push back on my project time estimates. They want unrealistically short timelines, and, what’s worse, they…
Go in calm and confident, anchored in authenticity, and don't overpack!
Bring together a variety of resources to help you succeed.
Best advice: Treat yourself as kindly as you would someone else you care about.
Every aspect of life is affected in a transition like this, so discuss and plan for as much as you can.
Pitfalls include being caught in the middle and being the outsider -- always.
Most unintentional acts result from one simple cause: a failure to pay attention.
Q: Our organization relies heavily on successful cross-functional collaboration. The problem is that a couple of people have fallen into an overly adversarial relationship. How…
Start with the facts, write up some background and collect your documentation.
The main thing to remember is the onus will be on you.
Making a plan can help you get your work under control quickly.
If you tolerate it, you are in essence condoning abusive behavior. And the team is watching.
Q: I work in a complicated matrixed company, and have three bosses to keep happy. They don't always see eye to eye, so I end…
Build multiple platforms to support you in your new setting.
One of many causes worth considering: Are you getting enough time away?
Follow your own vision, while making sure you're finding the best way to move forward.
After a team member left the company, I found indications that he was trash talking about me with other team members. Now I am having trouble trusting them and their loyalty to me and the team. How can I handle this?
Things seldom are as dire as they seem.
My boss keeps making promises about new roles, promotions, etc., and then she doesn't come through. I feel like I'm just being strung along, and what's worse is I've passed on other opportunities because I trusted her. What should I do?
To be effective in your job, you need to master two roles: data exploration and communication.
Differing customs can create a host of misunderstandings.
I've been moving into progressively higher roles at my company, with more exposure to the business model and motivations that drive decisions. I've been seriously questioning the corporate world and the sheer greed that drives the majority of the challenges I face. What should I do?
I was just given responsibility for two teams, with a mandate to recraft the staffing structure to meet both current and emerging business needs. Unfortunately, among the nine people I'm now supervising, only three actually have the skills that are needed. What do I do to get my team where it's supposed to be?
Q: My department has a strategic staff position opening, and a friend of mine, "Joe," recommended his former colleague "Eleanor" for the position. After meeting…
But be sure you are 100 percent confident about what is happening.
There's no denying that this stings at a lot, so make every effort to keep your cool.
It would be wise to put strategies and systems in place to prepare for the letdown.
Look closely at what you ask for, how you ask and the strength of the agreements you have reached.
It's crucial that the decisionmaking process be focused and the feedback process be respected.
I'm part of a team on a major, highly visible project. We have clear roles but are all associated with the outcomes (for better or worse). Unfortunately, the person who has the role of creating the deliverable for executives and other internal audiences is not good at it but is very attached to his role. How do I help improve quality without causing offense?
For the past couple of years I've been freelancing, more or less by choice. But lately I've been losing my enthusiasm for it, especially having to find business. How can I put the spark back in?
Over the lifetime of a project, dynamics will change, so it's up to you to remain on top of current needs. More specifically, assess the environment, the project needs, and your interactions to make sure all are in alignment.
I'm going to start managing entry-level professional employees for the first time and want to be sure they have a good start to their career. What should I be considering?
Networking is an essential part of everybody's skill set, but it can get out of balance.
I have a co-worker who is always telling me how I should handle different situations. Her advice tends to go against my intuition. She is more experienced than I, so I don't know whether I should trust her guidance or my gut.
Q: After completing an online salary survey, I realized that I am seriously underpaid. I would apparently need a 14-percent increase to reach the average…
At the end of the year and in the thick of the holiday season, many of us find meaning in reflecting on the gifts we…
Q: For many of my co-workers, the end of the year is pretty slow and many of them have scaled back and are taking a…
Q: About six months ago, I took over responsibility for my business unit, as our previous head was interested in moving into semiretirement. The problem?…
Act from a position of integrity and respect to make the most difference.
Consider their motivations and plan alternative strategies to keep them on track.
It's essential to know what you want to do and why it inspires you.
My boss is really getting to me. No matter how many extra hours I work and the amount I get done, she just snipes at me for things I haven't done. I just don't know what to do to keep moving forward.
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