Tertiary Catalogue

Business and Administration


Development Discussion: Appreciating Development

Development Discussion: Appreciating Development

Conversations

Helping staff appreciate how much they are developing motivates them, so use thought-provoking questions to encourage them to recognise their own personal development.
Development Discussions: Questions to Help You Think about Development

Development Discussions: Questions to Help You Think about Development

Conversations

Encourage people to give themselves time to think about how they want or need to develop their career and what actions to take next.
Development Discussions: Performance versus Career Development

Development Discussions: Performance versus Career Development

Conversations

Managers sometimes need a 'nudge' and the skills to include personal and career development in the one-to-ones they hold with staff. When they see developing staff as a legitimate part of their responsibilities, benefits begin to flow.
Development Discussion: Helping Your Manager Discuss Your Development

Development Discussion: Helping Your Manager Discuss Your Development

Conversations

Anyone can use feedback as a springboard to a request for development, so link your request for development to something your manager regards as important.
Development Discussions: Micro Goals

Development Discussions: Micro Goals

Conversations

Micro goals give people something precise to aim for during a short timescale—depending on the activity, that timescale could be between now and the next monthly review or it could be between now and the end of a 1-hour meeting.
Talking through Conflict: Handling Conflict Conversations

Talking through Conflict: Handling Conflict Conversations

Conversations

Managers need to learn effective ways to gain control of the conversation and direct it towards a successful conclusion.
Feedback: How to Receive Feedback

Feedback: How to Receive Feedback

Conversations

An important aspect of feedback conversations is showing staff how to help their managers give them worthwhile feedback.
Talking through Conversations: Opening a Conflict Conversation

Talking through Conversations: Opening a Conflict Conversation

Conversations

There are occasions when a manager will initiate a conversation to resolve conflict and the opening is crucial to success.
Talking through Conflict: Unexpected Conflict

Talking through Conflict: Unexpected Conflict

Conversations

When a manager is on the receiving end of unexpected conflict, how he or she responds is vital to a successful outcome.
Talking through Conflict: Preparing for a Conflict Conversation

Talking through Conflict: Preparing for a Conflict Conversation

Conversations

Some managers have a combative approach to conflict. A subtle approach is usually more effective and begins with some simple mental and tactical preparation.
Talking through Conflict: Preparing for a Conflict Conversation

Talking through Conflict: Preparing for a Conflict Conversation

Conversations

Some managers have a combative approach to conflict. A subtle approach is usually more effective and begins with some simple mental and tactical preparation.
Talking through Conflict: Early Warning Signs

Talking through Conflict: Early Warning Signs

Conversations

As most problems are resolved most easily when they are nipped in the bud, managers should learn to recognise the warning signs that appear.
Feedback: Third-Party Feedback

Feedback: Third-Party Feedback

Conversations

These days so many people work in matrix teams or work remotely that managers receive feedback about their staff from third parties. Relaying that feedback can sometimes be a challenge.
Feedback: Three Styles of Feedback

Feedback: Three Styles of Feedback

Conversations

The 'cop' is very clear about what needs to be done differently and why, the instructor is equally clear but blends in more motivation and the coach facilitates greater reflection.
Feedback: Asking for Feedback about Oneself

Feedback: Asking for Feedback about Oneself

Conversations

The question, 'Have you any feedback for me?' is rarely productive. There are two questions, however, that are productive. Including them will be very useful for getting feedback.
Performance Conversations: Running to a One-to-One

Performance Conversations: Running to a One-to-One

Conversations

Keep the conversation focused and be aware of distraction techniques! Caring about your colleagues is a sign of a healthy working relationship, so let it flourish in your one-to-ones.
Performance Conversations: Preparing for a One-to-One

Performance Conversations: Preparing for a One-to-One

Conversations

Review your notes and evaluate performance since the last meeting. Get third party feedback if necessary and identify upcoming challenges and opportunities that require extra support.
Performance Conversations: Between One-to-Ones

Performance Conversations: Between One-to-Ones

Conversations

Between one-to-ones, look for evidence of performance and changes in behaviour and agree on actions to work on by the next one-to-one. Keep notes and tie your meetings together by reflecting on progress over a longer period of time.
Performance Conversations: What Is a 'One-to-One'?

Performance Conversations: What Is a 'One-to-One'?

Conversations

One-to-ones are the short, regular chats that bridge the gap between spontaneous day-to-day conversations and formal reviews. They work best when managers encourage reflection and the main focus is on what happens next.
Psychology, Law, Lies and False Memories

Psychology, Law, Lies and False Memories

Insights and Strategies

Eyewitness testimony and its veracity presents problems for juries and judges, according to the University of California's Dr Elizabeth Loftus. She tells Eve Ash that this intersection of psychology and law has revealed that the more confident a...Show More
Lies, Crimes and False Confessions

Lies, Crimes and False Confessions

Insights and Strategies

Eve Ash discusses why people tell lies with the University of Massachusetts Amherst's Professor Robert Feldman, a specialist in psychological and brain sciences. He has studied lying for many years and observes that (1) all people tell lies in...Show More
Living with Lies

Living with Lies

Insights and Strategies

Eve Ash talks to Professor Robert Feldman (University of Massachusetts Amherst) about his research for the book "The Liar in Your Life": He reveals that we all lie at different times, there are many types of lies ranging from the unconscious to...Show More
Love, Lies and Exaggeration

Love, Lies and Exaggeration

Insights and Strategies

People sometimes lie for a reason and will exaggerate to enhance their prestige in the eyes of others. People having secret affairs tell lies; this was the situation for Eve Ash's mother who lied for years about Eve's biological father. Eve's...Show More
4 Ways to Boost Your Leadership Skills

4 Ways to Boost Your Leadership Skills

Insights and Strategies

President of Quinnipiac University, Dr Judy Olian has met many leaders. One of the qualities of a great leader, she believes, is authenticity. For this to occur, she tells Eve Ash, there must be self-awareness, awareness of how others perceive...Show More
4 Ways to Enhance Your Career

4 Ways to Enhance Your Career

Insights and Strategies

Say "yes" to new career opportunities and most people will find a new injection of career rocket fuel. As Dr Judy Olian explains to Eve Ash, accepting unusual roles as they present themselves allows people to "step out of the safe zone", take...Show More