Strengths-Based Teamwork

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Successful business ventures often rely on the communication savvy of everyone involved in the deal. Relying on one person to lead or motivate a group leads to: reduced functionality if that person is absent, a stressful environment, unhealthy communication patterns, and increased conflicts. We all come from different backgrounds and families. What’s amazing is how we come together as a team to produce finished products.

Here are 3 ways you can set yourself and your team up for success. They all involve self-reflection, greater self-awareness, and implementation of new skills based on both your and communication strengths.

1. Use DISC Profiling to Rephrase Your Wants

DISC is an inventory that is taken specifically with the work environment in mind. It identifies your adapted behavior in the workplace, as well as your natural style. Bringing in someone to facilitate taking the DISC profile and interpreting the results with your team adds value to how well your team interacts with one another.

One of the fun things I did at the last corporate DISC training was to ask each participant what their pet peeve was (instead of what words to avoid or not to use) in regards to how others communicate with them. We also spent a great deal of time on what works for each participant. We collated everyone’s results in a table for easy reference back in the office. During team training that teaches you communication skills, you learn more than just tendencies or preferences; you get to implement the knowledge right away, which ensures that you retain this information for later use.

It is critical to know that the greater awareness you have of your style and how to adapt how you communicate with others in the group based on their style is what sets you and your team apart from other groups operating by chance alone. Doing DISC as a group allows everyone to see patterns and how objectively to make changes in the way they speak and interact, so the strengths of all team members are utilized rather than just the more extroverted or dominant communication and personality styles.

2. Understand Gender Communication Differences

While DISC identifies your adapted and natural communication styles, going one step further to understand how men and women prefer to communicate leads to even greater results.

  • Men tend to use communication to solve problems.
  • Women tend to use communication to connect.

For example, at work—a woman’s natural inclination to take into account how a decision affects all parties involved both short and long term. Calling on this strength during a sale or when weighing options ensures greater logistical planning than a more single-minded approach. Calling on a man’s inclination to either solve a dilemma, or shelve for later is helpful in keeping negotiations focused with the end in sight.

Mars Venus Coaches in your area can facilitate DISC trainings for your organization and offer free Stress Management Seminars and workshops geared to getting what you want at work and gender differences in selling and buying.

3. Practice Conflict Resolution Skills

It is critical to know that under stress, we tend to do two things:

  • We revert to our natural DISC style—graph II, not our adapted DISC style—graph I. This is because under stress it is harder to mask our natural preferences for communicating.
  • We become more like our gender, because of our physiology and the way blood flows in our brains according to our sex.

Therefore, utilizing an objective observer or a facilitator that interprets how you work as a team is more helpful, then just reading about it or studying these skills alone.

The following are the 3 steps to conflict resolution and what primary DISC gravitates to each of the steps.

1. CREATE SPACE.

S’s bring all views, ideas and opinions into dialogue.

–Change location to a neutral place

-Use active listening to explore rather than condemn opposing views

–Take breaks often to cool off during negotiations

2. ADD VALUE.

C/I’snaturally use their skills to add value and make sure all voices are heard.

–Cs (Ts) add value by generating logical alternativesto the conflict issues

–Is (Fs) add value by creating options for growthfor all parties so no one leaves feeling empty handed

3. SEEK CLOSURE.

D’s ensure an end result.

–agree on decision principles before making decisions (i.e. equal input)

-take one step at a time and define the steps

-once steps are outlined and decided upon, close the book on conflict

The bottom line is to turn what you learn into translatable skills. Learning communication and resiliency skills that focus on your strengths enable you to stay present in the moment. When you are able to operate continually from this place of presence, then you will find there are no fights, conflicts will decrease, and both your productivity and efficiency will improve. If your entire team can identify what best works for them and how to adapt to other people’s preferences, then the climate and culture at work will cease to feel like “work,” and more like play—just like it felt as a kid on the playground at recess playing kickball.

Lyndsay Katauskas, MEd
Mars Venus Coaching
Corporate Media Relations

Do Women and Men Have Different Remote Work Styles?

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Everybody knows that men and women think differently in a lot of ways. But do those differences matter when it comes to working remotely and managing remote teams? According to Sally Helgesen, it matters a lot. Managers who don’t appreciate those distances can do themselves, their companies and those employees a great disservice.

Sally is the author of “The Female-Vision: Women’s Real Power at Work”. She cites scientific studies that show how a woman’s brain functions in different ways than a man’s.  How they differ is important, particularly for managers who might not be aware of these conflicting world views or assign value to behaviors that don’t get the desired results.

According to Helgesen, one major difference is that women tend to be highly skilled multitaskers, while men can concentrate on one thing for more concentrated periods. Neuroscientific research confirms this, and women often take pride in their ability to handle a ton of things at once. This is a plus and a minus, for women and for those who manage them.

“I believe it’s a core reason that women can tend to over-commit. Those who manage women remotely can benefit from understanding this, especially since excessive multitasking can lead to burnout and inhibit creative thought,” she says. Managers need to watch out for signs that someone is stressed out.

On the flip side, a man’s ability to focus on one thing for a long time can be seen as beneficial, but it can also lead to tunnel vision and an insensitivity to people and behavior not seen as “mission-critical”. There’s also a tendency to believe that the amount of time spent on something equals better results, something that is often not true, as short bursts of concentration tend to bear better fruit than agonizing over something for extended periods.

One major difference between the sexes that really impacts managers is that women are (in general) more likely to speak up if they’re unhappy about their immediate circumstances and environment, while men tend to suffer in silence. (Helgesen’s term for it is ” men will suck it up and tolerate a lot more for a lot longer”). This doesn’t mean that the woman’s complaints are without merit, or that men don’t experience the same misery and are equally unhappy. But if a woman mentions that something is wrong, she might be seen as a complainer by her male manager. Conversely, a female manager might take a man’s stoicism as being uncommunicative or not proactively trying to improve a situation. Such value judgments can seriously harm a working relationship.

Without the daily contact and familiarity of working in the same location, it can often be difficult for managers to really understand what’s going on with their team. One person’s laserlike focus is another person’s antisocial moping. A willingness to abide short-term discomfort for a long-term goal needs to be balanced with a willingness to change and improve the current situation.

Understanding how gender impacts behavior is only one more reason good leaders take the time to get to know their people and look at results, not at specific behavior that can be misinterpreted.

Wayne Turmel

Moving on Up: How to Ask for a Promotion

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Asking for a promotion ranks high on the list of life’s most anxiety-inducing activities. Putting yourself out there to higher-ups can be intimidating, and competition can be fierce, especially in the current economic climate. And, of course, what if they say no? But it’s also one of the most important things you can do for your career. If you want to move forward in your company or field, promotions are part of the game, and they won’t just be handed to you—you have to work (and ask!) for them.

Ready to take that next step? Here’s what to know before the big conversation.

1. Do Your Homework
The most important part of asking for a promotion is preparing ahead of time. When you make the ask, you’ll need to prove (with specifics) that you’re ready for the next step.

First, you’ll want to emphasize to your manager what you’ve brought to the table so far—it’s a good measure of both your contributions and your future potential. Make a list of all of your accomplishments to use as your talking points. Have you taken on a side project that grew into a new revenue stream? Doubled your sales goals in less than six months? Doing a great job in your position isn’t enough to make your case—you’ll need to show that you’ve gone above and beyond.

Next, identify the specific position you want and why you’re ready to take it on. If you’re asking to become an assistant manager, know what that entails and then demonstrate that you’ll be able to fulfill the position. Want to be a team leader? Give examples of how you’ve successfully managed smaller projects or groups of people, like coordinating your department’s internship program. Find concrete examples that prove that you’re the right person for the job.

2. Plan the Timing
There’s no “perfect” time to ask for a promotion, but sometimes is definitely better than others. The most straightforward time to ask is your annual (or semi-annual) review—it’s a built-in opportunity for both you and your manager to discuss how you’ve been doing and where your career is headed. (Just be sure that you’re not asking for a promotion solely because you’re up for review—you still need to demonstrate that you deserve the bump.)

Also consider your position in the company and what’s going on within your department or team. Are people around you leaving or moving up the ranks? Is your department merging with another, or repositioning itself within the company? When there’s a lot of overall change going on, it presents a great opportunity to step up and ask your boss where she sees you fitting in as the organization moves forward.

Finally, don’t be scared off by the dismal economy. Even in these tough times, smart employers understand that their employees are one of their most valuable assets, and they’ll want to retain (and reward) the best of them. You might get a smaller salary bump than people did in years past, but a promotion isn’t just about the money: It’s also about increased responsibilities, and hopefully you’ll be fiscally rewarded when the economy starts to turn around, even if you aren’t now.

3. Ask for the Meeting
If you decide to ask for a promotion when it’s not annual review time, plan ahead before you approach your manager. Send an email requesting a meeting, and make it clear that you’d like to discuss your performance and potential. You don’t want to show up to a meeting and catch your manager off guard—by giving her advance notice, she’ll have time to reflect on your performance and what the company will be able to offer you, position- and raise-wise.

4. Know Your Numbers
One of the biggest career mistakes women make is not negotiating their salary. According to a 2008 Carnegie Mellon study, men are four times more likely to negotiate a first salary than women, and 2.5 times more women than men said they feel “a great deal of apprehension” about negotiation. That’s not a good thing!

You shouldn’t discuss numbers until you’ve actually been offered a promotion, but you should be prepared to have the conversation if it arises. So, do your research and know what you’re worth, both within the company and outside of it. Check out Pay Scale and Salary.com, and see if you can find out the norms for your industry and company, too.

Then, when negotiation talks begin, don’t sell yourself short—it doesn’t hurt to ask for too much. That’s the nature of the negotiating game: they can always offer you less than what you ask for, but they’ll never offer you more.

5. Follow Up
If you get the promotion, great! Go out and celebrate—you deserve it! But if not, know that it’s not the end of the world, and more importantly, don’t just close the conversation just yet.

Make sure you leave the meeting with an idea of what will happen down the road. If now is not a good time for the department to be offering promotions, ask your boss when you can revisit the conversation. If he or she said no based on your current qualifications, get feedback on steps you can take to gain experience and be considered for a promotion in the future.

Above all, know that if you’re in the right position, your manager will be glad that you’re looking to advance. Nobody ever gets fired for asking for a promotion (trust me!). But if you don’t ask, you’re only hurting yourself.

ForbesWoman

Congruency with Your Work’s Vision Statement

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Maybe it is just my personality talking here, but I truly believe the more congruent you are with your actions mirroring your optimistic feelings reflecting your thoughts…the more people want to be around and interact with you. Being congruent is something you learn when you become a counselor. However, I want to share how to test and be congruent with you, because I see it as the balm to help people receive and give unconditional love. It applies to you because how you think, feel, and act in a job that takes from 25 to 80 hours of your week will be reflected not just in your attitude, but in your health, and how strong your relationships are as well.

How being congruent with your work’s vision translates directly to your job is by whether or not you enjoy what you do at work. Do you love your job? Do you hate it? Or, do you just put up with it, but want to be somewhere else? So how do you make your actions speak just as loudly as your words? Read on to find out how to test your congruency level with your work’s vision.

Regardless of whether you are the business owner or an employee, the one thing we all have in common is customer satisfaction. With that being said, most company visions reflect serving their customers. And, within the vision, the values of the company are also generally stated. To become congruent with your work’s vision, you as an employee should believe in it as well. The more you internalize the vision statement and make it your own, the more congruent you are in doing your job and in interacting with your customers. Even if you make widgets and never see the end product or the customer consuming your wares, it matters. When you take pride in your workmanship and you believe your product or service is fulfilling a need for the consumer, it shows. Just look at social media and how customers “like” the companies that make them feel good.

The way you test your congruency with your work’s vision is by testing and measuring. The length of time you are going to test and measure depends on why you want the result.

Do you want to know by the end of the week? If you want to know sooner rather than later, then test and measure every day for a week.

Or do you want more of a longitudinal glimpse? If so, then do a 1-day measure, either once per week or one time per month, for six months. This will allow for ups and downs in customer volume, moods, etc., to give you a snapshot at how you’re doing.

How? Deconstruct the Vision Statement.

  1. Horizontally, across the top of the page, break the vision statement into parts. If it lists different values, then separate these out.
  2. Vertically in the first column, list your products (if applicable).
  3. Still in the first column, list your services (if applicable).
  4. In the empty boxes where the pieces of the vision statement match up with the products and services column rate yourself. On a scale from 1-10, 1 being awful, 10 being excellent mark how you did that day.
  5. You can also add in employee names, as well as customers down the page to rate yourself in your interactions with them as is applicable to the pieces of the vision statement that you’re testing.

You can do this whenever you need a reality check. Schedule it into your business plan if it is that important to you. If you’re not satisfied with your results, then directly after looking over your scores create a solution. Sit down with pen and paper. Brainstorm and write out how you can go from a 6 to a 7, write what it will take for you to get there. Maybe it’s leaving home life at home when you go to work. Or, maybe it is getting up every hour to dance for 5 minutes, so you don’t feel or sound tired when interacting with customers. Write it down, and commit to this new change for 6 months. Then, test and measure your congruency level with your work’s vision again. Celebrate the wins!

Whenever someone meets you, subconsciously, they are always scanning for congruency in how your nonverbal body language matches your verbal cues. This is why it is so important to believe in and enjoy your work. People pick up on it automatically. If they feel at ease and see your enthusiasm and joy for what you do, then they will want to come back. We all want to feel good, don’t we?

Let’s hear it for testing and measuring!

Lyndsay Katauskas, MEd
Mars Venus Coaching
Corporate Media Relations

Best Questions To Ask In Your Job Interview

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Anyone who’s ever been on a job interview knows the pause: The moment when the interviewer’s Q&As come to a stop, she looks you in the eyes and says: “And do you have any questions for me?”

Preparing for that crossroads in the interview is crucial, say recruiters and hiring managers. It’s the time to turn the table. And you don’t want to be caught off-guard with crickets in your head. You’ll appear indifferent, or worse, clueless. Alternately, if you’re buzzing with questions and give the interviewer what feels like the third-degree, it will immediately signal that you are unfocused or too aggressive.

“This is an opportunity to look like a leader and show that you are engaged in the interview,” says Cynthia Shapiro, a career strategist based in Woodland Hills, Cal., and author of What Does Somebody Have To Do To Get A Job Around Here?

“The best questions are really all about them and not about you,” says Louise Garver, an executive coach for the past 23 years from Broad Brook, Conn., and founder of Career Directions, LLC. “They have one thing at their core: How can I contribute value to the team and the company.”

Here, the five most important questions to ask at a job interview–plus a debatable no-no–so that you’ll make the right impression and get the job offer:

1. How would you describe the ideal candidate?
What this question does is enable the hiring supervisor to imagine you actually in the job as he or she is describing the position, says Shapiro. Technically, it is a form of transference. But practically it’s a way to role-play. “I’m so glad you said you need an Excel wiz. In my last position I…” Grab this as an opportunity to describe yourself doing the very things the interviewer outlined by using past experiences and wins.

Continuing this line of questioning–”What are the top three qualities you’re looking for?”–will reveal key information. Take mental or actual notes (it’s OK to have pen and paper handy–it’ll keep your hands busy) in order to shape your responses accordingly for future interviews or later in the conversation.

2. How do you envision this position supporting you?
At face value, this question has nothing to do with the job candidate herself–and the interviewer will certainly appreciate that. You’ve likely already listed all your past job and educational experiences. Instead of more me-me-me talk, it translates to I’m-all-about-you. “What you’re saying to your potential employer without saying it is, ‘I’ll make your life easier,’” says Shapiro. “That alone will put you at the top of the list.”

3. How does this position fit into the company’s long-term plans?
This query will open the door to discussions about the position and overall business strategy. It is perfectly appropriate at this point to ask about the person who is leaving (left or promoted?) or why the position was created, says Garver. You will also want to ask about the specific challenges and goals of the job, and the company’s vision for it in the next six months, year and five years.

If you feel uncomfortable, you can always couch your queries as permission-based statements, as in, “May I ask…,” says Garver.

4. How would you define “success” for this position?
The question drills down into a win looks like to the hiring supervisor and the company, says Shapiro. (Hint: many companies do not have performance evaluation systems in place, so you may catch your interviewer by surprise).

This question not only reveals the kind of boss you are applying to–is he or she hands-off or a micro-manger?–but will give you insight into the company’s procedures and culture. “You need to put on your Sherlock Holmes hat during a job interview and be a silent observer,” continues Shapiro. “That is the only way you can determine what kind of a boss your interviewer will be and the kind of company you may be working for.”

5. What can I do for you as follow-up?
You want to know how you can grease the process in your favor. What you are saying, though, is “How can I help you.” And the more you find out about who or what group will be making the decision and their timeline, the more influence you have in terms of making the right contacts and sending follow-up information. “What employers are looking for are people who really want to work in the organization and are enthusiastic about affecting the outcome of the interview,” says Garver.

What’s the salary range?

Of course you want to know. But this matter of keen interest, along with other forms of compensation and benefits such as health insurance, child care, vacation, 401(k) and tuition reimbursement, is of some debate.

“This is my career, this is my life, I’d better bring up money,” says Debra Benton of Benton Management Resources of Ft. Collin, Col., a professional speaker and executive coach with 30 years experience working with such companies as Verizon, Campbell’s Soup and the USDA. “One subject you want bring up is money: ‘Money is not my main motivation in this job but what is the range?’ That shows my character. It takes courage and confidence to ask those questions.”

But many other experts advise a don’t-ask-don’t tell policy prior to a job offer in writing. “Never ask about salary and benefits,” says Garver. “Don’t ask any questions related to your needs.”

Why? You don’t have much negotiating power until they decide they want you on board. “Bring salary up too early and they’ll think that’s all you care about,” says Shapiro. So what should you do if THEY bring up salary before the offer? Simply say it would be something you’d consider. “Once they make the offer, it means they want you. Then negotiate. It shows that you’re serious.”

Caroline Howard
Forbes Staff

4 Networking Mistakes You Don’t Know You’re Making

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business cardWhether you’re looking for a job or not, you’ve probably been encouraged to “network, network, network!” more times than you can count. Are all those conferences and events you’re attending leading to new connections or opportunities?

No? You’re not the only one. Many networking newbies have tendencies that actually inhibit building real relationships with their new contacts.

The good news: it’s not that hard to fix. Here’s what you might not even realize you’re doing wrong—and what to do about it.

Mistake #1: Talking about Yourself—All the Time

You’re talented! Eager! Ambitious! You have lots of ideas to share! And you want to make sure that every person you meet at the event knows who you are and what you do!

We get it. And yes, sharing your story with new contacts is important. But sharing your life story is overkill: Nothing can set a person off more than an aspiring professional who takes no interest in anything besides her own ambitions.

The Fix: Take Some Interest.

Stop highlighting your latest accomplishment and start listening instead. Find people with industries or careers of interest to you, and ask them questions: How did they get their start? What do they love about their jobs, and what do they wish they could change? By taking an interest in your contact, you will make her feel valued—and hopefully interested in continuing the relationship. And you’ll likely gain some new insights, too.

Mistake #2: Expecting a Job

You’re looking for a new job, so you hit the circuit of industry events every week, asking every person you meet to help you find your new gig—after all, it’s not what you know, it’s who.

Well, yes. But give people some credit: If you pursue networking opportunities purely for the job prospects, your contacts will figure you out. You will leave them feeling used, and they will be less likely to recommend you for an opportunity.

The Fix: Provide Some Value.

If you’re looking for a job, don’t ask for it—work for it. Do some research into what your contact does both in and out of work and find ways that you can contribute your time or support.

Perhaps you could volunteer your expertise in social media for the big convention she’s heading up, or offer your accounting knowledge for her non-profit. Provide some opportunity for contacts to see you in a working light, and you’ll be that much closer to a good referral.

Mistake #3: Not Saying Thanks

You attended a large event last week and grabbed coffee with one of your new professional contacts afterward. And then—the week got busy, and you didn’t get around to saying thank you. She’ll understand, right?
Maybe. But if you don’t show gratitude, even in the smallest (or largest) event, you risk leaving a negative impression—probably not the desired outcome of your meeting.

The Fix: Just Do It.

Whether you pack notecards in your purse for post-meeting scribbles, set yourself a reminder on Gmail to send off a quick note, or just insert a quick “thanks for taking time to meet with me!” at the final handshake, you must say thank you. Not only will you solidify your reputation as a courteous individual, but you won’t be leaving your contacts with a bad taste in their mouths. Always say thank you, and your good impression will last until your next meeting.

Mistake #4: Forgetting to Follow Up

You meet someone over a networking happy hour and tell her you’ll send her your portfolio. But as the night goes on, she has a few drinks and meets a few dozen more people. You’re sure she’s forgotten all about you, so you decide it’s not even worth emailing her the next day.

Bad idea. Meeting someone is just the first step in networking. In order to forge a lasting relationship (and make sure people don’t forget you), you need to follow up, every single time.

The Fix: Stay Accountable.

If you told a networking contact that you would do something, do it. Even if you’re not sure she remembers you, you can bet that she will be grateful that you took the time out of your day to send her what you had discussed. If you’re worried about forgetting, keep a pen near your business card holder to quickly scribble out what follow-up actions you have for that contact, and review your cards after the event.

Above all, keep in mind that networking isn’t about short-term gain, but about learning, growing, and forming connections. Adopt good social habits, and you’ll see your skills and comfort improve, your opportunities increase, and your relationships grow—for the long haul.

4 To-Dos for the “Someday” Entrepreneur

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I talk with a lot of people who want to start a business “someday.” And as a result, I often think about the factors that determine which “someday” entrepreneurs will actually become business owners, and which will continue to say “I wish” for years to come.

Surprisingly, the ability to take the plunge has a lot less to do with people’s personalities and a lot more to do with how accessible and familiar the experience of entrepreneurship is to them. Those who can picture themselves running a business often do. And those who continue to think of entrepreneurship as a big, scary thing that other people (perhaps more gregarious, sales-oriented, or risk-tolerant people) tend not to move forward.

So, if you, too, dream of someday being your own boss, an important first step is just getting acquainted with the nature of the beast. Here are four things that will help you do just that.

1. Make New Friends
One of the best ways to learn what entrepreneurship is really like is by getting to know some entrepreneurs. Not necessarily the fancy, media darling types, but just normal, low-key people who work for themselves. To start, connect with entrepreneurs who match your own demographic—it helps you to start thinking “hey, if they can do it, so can I!” But be sure to branch out from there, and also to meet people in a wide variety of industries. There are lots of styles of entrepreneurship, so the more diversity you can experience, the better!

If you don’t know any entrepreneurs, just start asking people to make some introductions. Or, join groups on LinkedIn or Facebook, and start paying attention to the discussions that are happening. Ask someone you find interesting to have coffee and take it from there. Pick their brain about useful resources, groups, or meetings, and see if they can introduce you to even more entrepreneurs.

2. Pick Some New Role Models
In addition to making some new pals, it’s important to identify role models who are a little more established in the business world. You might not be able to take them to coffee, but you can learn a lot by observing them and their companies from afar.
Select three brands or companies that you like and admire. Find as many ways to follow their leaders as possible—be it their blogs, articles, or Facebook profiles. Read their books if they have them. Read their press and interviews that they’ve done. Think about how their personalities and leadership styles have shaped the brands and the companies they run. Stay abreast of their company news, and take note of what they share about their own experience.

3. Fall in Love with Small Business as a Customer
There’s a certain romance to small business. As a customer, there’s always something more special about the experience. Sometimes it’s witnessing changes over the years, other times it’s the connection to the owner, others it’s the attention to detail that’s given to the product or service.

And there’s a lot to learn from that! So, in addition to making friends with entrepreneurs themselves, it’s important to also make relationships with some actual businesses. Think about the small businesses that you currently patronize, or the new start-ups whose products you love. What do you know about their owners or story? What are their goals and where are they going? What do they do that’s memorable, distinct, or unique? What do they do particularly well? Thinking about your own experiences as a customer will give you tons of insight into running your own show.

4. Demystify “Business” Speak
Most would-be entrepreneurs get scared off by the “business” side of things. They overestimate the skills and knowledge that are needed to run a business and assume that there are huge mountains to be climbed and learning curves to overcome before even getting started.

But it’s important to confront the monster under the bed—it’s not as hard as you might think, and you certainly don’t have to have an MBA to do it. Pick a small business magazine like Inc. or Fast Company and invest $15 to get a subscription. Peruse it each month, but feel free to read only what’s interesting to you. You’ll soon see how un-mysterious business can be. From behind-the-scenes business profiles to questions about how to handle particular challenges, you’ll begin to learn a lot about the experience of entrepreneurship.

As you start talking to people, expanding your reading list, and thinking more and more about the what it’s like to be an entrepreneur, you’ll soon see that it’s not as big and scary as you might think. And that “someday” will inch a little bit closer to today.

Eight Ways Goofing Off Can Make You More Productive

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One of my colleagues used to head to the men’s room and brush his teeth every time he felt a surge of writer’s block. He swears it did the trick. Another exits the building and walks around the block to clear his head. I like to take advantage of the mid-day yoga sessions that Forbes offers in the gym on the ninth floor. When I return to my desk, my body is relaxed, my mind is clear, and I attack my work with new energy.

A growing body of research suggests that the longer you keep your rear end in your chair and your eyes glued to your screen, the less productive you may be. Getting up from your desk and moving not only heightens your powers of concentration, but it also enhances your health.

A story in Sunday’s New York Times quoted two sources who have studied productivity. John P. Trougakos, an assistant management professor at the University of Toronto Scarborough and the Rotman School of Management, describes how concentrating on one task is like using one muscle for an extended period. The mind needs a break, to rest and recover before it can exert again. Among other things, Trougakos recommends that workers take serious lunch breaks to recharge with food and a change of scene.

James A. Levine, a professor at the Mayo Clinic, agrees that we don’t take enough breaks. Sedentary work habits are as dangerous as a sedentary lifestyle at home. Levine likes the idea of your standing or even walking while you’re working, including during meetings. If you feel sleepy during the day, you should be allowed to take a nap, he says.

Levine suggests that you work in concentrated 15-minute periods, divided up by breaks. “The thought process is not designed to be continuous,” he tells the Times. He points out that efficient, productive work is much more valuable than long hours of wasted or partially productive time.

Then there is the power of daydreaming, described in science writer Jonah Lehrer’s new book, Imagine. Many of our most creative, productive thoughts come not while we’re trying to force them during long sessions at our desks, but at odd moments outside the office. For instance, Lehrer describes how Dan Wieden of advertising giant Wieden+Kennedy found the inspiration for the famous Nike “Just Do It” tag line late one evening, after reflecting on a conversation he had had with a colleague about the novelist Norman Mailer, who had written a book about convicted murderer Gary Gilmore. Gilmore’s last line before he was executed, “Let’s do it,” popped into Wieden’s head. Back at his desk, Wieden tweaked the phrase. But the idea had come in his off hours.

Many of us feel we shouldn’t waste time chatting with co-workers during the workday. But my colleague Andy Greenburg has written about research showing that talking with colleagues can increase your productivity. Specifically, a team of MIT researchers led by Professor Alexander “Sandy” Pentland discovered that call center workers who took the time to converse with their co-workers, instead of just grinding away, got through calls faster, felt less tension, and earned the same approval ratings as their peers who didn’t schmooze at the office.

Finally, there is the increasing evidence for the importance of physically moving around during the day, and how it enhances productivity. My colleague Alison Griswold just wrote about Jack Groppel, a co-founder of a division of Johnson & Johnson called the Human Performance Institute. Groppel, who holds a Ph.D. in exercise physiology from Florida State University, insists that stretching and walking around once every 30 minutes throughout the day stimulates blood flow and leads to a burst of hyper oxygenation in the brain, increasing energy and attentiveness.

After canvassing my colleagues, I offer this list of productive ways to goof off during the day and evening. They will boost your productivity and sense of well being. But beware not to overdo any of them. Take too many breaks and you may enter the realm of procrastination.

1. Take a walk around the block.
Fresh air combined with a change of scene can boost productivity.

2. Take a nap.
Some offices offer this as a perk. Closing your eyes for a 15-minute catnap can be hugely refreshing.

3. Chat with a colleague.
Even if you only make small talk, a fresh perspective on your day can help you get a new perspective on the task at hand.

4. Run an errand
Like walking around the block, getting out of the office and taking care of business can give your mind a break and the exercise will get your blood flowing.

5. Brush your teeth.
The symbolism of removing decay and plaque can be especially potent when you are feeling sluggish.

6. Spend ten minutes checking Facebook, Twitter or other social media sites.
This is not as good for you as leaving your desk, but the mental distraction can offer a helpful break. Monitor your time however and don’t let yourself be distracted for more than five minutes.

7. Go to the gym
If your company has an exercise facility, take advantage.

8. Go out to lunch
Judging from the habits of my colleagues, lunch out of the office is a dying American habit. But a healthy meal and good conversation can be nourishing on multiple levels.

How Are Your Relationships At Work?

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Regardless of whether you sell a product or a service, how are your relationships at work? Do you spend time getting to know your clients, your employees, and your vendors? In a technology-driven, fast-paced world, taking the time to connect with the people involved in every aspect of your business will pay off in the long term.

1. Be Genuine

People automatically take in both verbal and nonverbal body language when they interact with you. If your words are not congruent with your nonverbal body language, then people will pick up on the inconsistencies, and when they do, it makes it twice as hard for them to trust in you. This can affect your sales and the office atmosphere.
When you are being genuine, you connect with the other person by making direct eye contact, by engaging in a back-and-forth conversation that does not get off topic, and by tending to their needs. If your mind is wandering or your feelings do not match what you are saying, then it can also prolong figuring out if everyone’s needs were met in the interaction. When you are focused on someone and in the present moment, not thinking about the past or future, then your thoughts/feelings/actions are all on the same page. Even if the other person is scattered, your presence can help calm, re-center, and re-orient them to solving the issue at hand.

2. Smile

Both men and women respond to being smiled at in a friendly, engaging, and professional manner. A smile does not mean you are flirting with the opposite sex. When you have a pleasant smile on your face, you broadcast that you are at ease, approachable, and if someone wants to talk to you or ask a question, they know you are present and ready to help them out. Smiling at other people, and just because you are happy, also causes a chain reaction. Just try not smiling at someone the next time they smile at you.

3. Play

I love the Pike Place FISH! philosophy and culture. One of my favorite tenets is: play. And, yes, I just said play at work. Why not? When you are playful with your co-workers, and with your customers, it is almost impossible to be insincere or to frown. When you play at work, something beautiful occurs: you enjoy being at work. A dose of silliness does not mean losing your professionalism, but what it does mean is that your office climate is conducive to productivity. A byproduct may be increased efficiency and sales, just because people love what they do and are having fun with their jobs.

4. Acknowledge

While acknowledging and recognizing people for their work is germane to everyone, it’s especially meaningful when you publicly recognize women’s efforts. Women are not recognized enough at work, partly because they do not self-promote according to what John Gray, PhD, found and book, How to Get What You Want at Work. Women do not naturally boast or tell others about their accomplishments; partly because social conditioning tells women that it is uncomely to brag.

John Gray, PhD, talks in this book about how showing appreciation to men about their efforts and results may work more to their benefit rather than showing respect. Whereas the opposite tends to be true for women at work; they would rather be shown respect over appreciation for their accomplishments. If you’re interested, then you can also take a quick Mars Venus Coaching online workshop on just these differences between men and women.

5. Praise

I believe as a culture we tend to focus on the bottom-line and what’s not going well compared to how much time is spent praising and encouraging one another on what we are doing well. A simple, “hey, Joe, you did a great job on that presentation,” or a quick note will work wonders. Positive reinforcement will always net you positive results, because people like and want to feel good about themselves and their work. Therefore, if you spend more time praising people at work, regardless if they are co-workers or customers, then you will have more satisfied people at your place of work.

Enjoy placing value on your relationships to make them work at work!

Lyndsay Katauskas, MEd
Mars Venus Coaching
Corporate Media Relations

Annoying, Pretentious And Useless Business Jargon

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The next time you feel the need to reach out, touch base, shift a paradigm, leverage a best practice or join a tiger team, by all means do it. Just don’t say you’re doing it.

If you have to ask why, chances are you’ve fallen under the poisonous spell of business jargon. No longer solely the province of consultants, investors and business-school types, this annoying gobbledygook has mesmerized the rank and file around the globe.

“Jargon masks real meaning,” says Jennifer Chatman, management professor at the University of California-Berkeley’s Haas School of Business. “People use it as a substitute for thinking hard and clearly about their goals and the direction that they want to give others.”

To save you from yourself (and to keep your colleagues and customers from strangling you), we have assembled a cache of expressions to assiduously avoid.

We also assembled a “Jargon Madness” bracket—similar to the NCAA college basketball tournament—featuring 32 abominable expressions. Each day, for 32 days, readers will get to vote, via Twitter, on one matchup. The goal: to identify the single most annoying example of business jargon and thoroughly embarrass all who employ it and all of those other ridiculous terms, too.

Core Competency

This awful expression refers to a firm’s or a person’s fundamental strength—even though that’s not what the word “competent” means. “This bothers me because it is just a silly phrase when you think about it,” says Bruce Barry, professor of management at Vanderbilt’s Owen Graduate School of Business. “Do people talk about peripheral competency? Being competent is not the standard we’re seeking. It’s like core mediocrity.”

Buy-In

This means agreement on a course of action, if the most disingenuous kind. Notes David Logan, professor of management and organization at the University of Southern California’s Marshall School of Business: “Asking for someone’s ‘buy-in’ says, ‘I have an idea. I didn’t involve you because I didn’t value you enough to discuss it with you. I want you to embrace it as if you were in on it from the beginning, because that would make me feel really good.’”

S.W.A.T. Team

In law enforcement, this term refers to teams of fit men and women who put themselves in danger to keep people safe. “In business, it means a group of ‘experts’ (often fat guys in suits) assembled to solve a problem or tackle an opportunity” says USC’s Logan. An apt comparison, if you’re a fat guy in a suit.

Empower

This is what someone above your pay grade does when, apparently, they would like you to do a job of some importance. It’s also called “the most condescending transitive verb ever.” Says Chatman: “It suggests that ‘You can do a little bit of this, but I’m still in charge here. I am empowering you.’”

Open the Kimono

“Some people use this instead of ‘revealing information,’” says Barry. “It’s kind of creepy.” Just keep your kimono snugly fastened.

Bleeding Edge

Someone decided that his product or service was so cutting-edge that a new term needed to be created. It did not. Unless you are inventing a revolutionary bladed weapon, leave this one alone.

Lots of Moving Parts

Pinball machines have lots of moving parts. Many of them buzz and clank and induce migraine headaches. Do you want your business to run, or even appear to run, like a pinball machine? Then do not say it involves lots of moving parts.

Corporate Values

This expression is so phony it churns the stomach. Corporations don’t have values, the people who run them do.

Make Hay

This is jargon for being productive or successful in a short period of time. The phrase ‘to make hay’ is short for ‘make hay while the sun shines’, which can be traced to John Heyward’s The Proverbs, Epigrams and Miscellanies of John Heywood (circa 1562). A handy nugget for cocktail conversation, but that’s it.

Scalable

A scalable business or activity refers to one that requires little additional effort or cost for each additional unit of output. Example: Making software is a scalable business (building it requires lots of effort up front, while distributing a million copies over the Web is relatively painless). Venture capitalists crave scalable businesses. They crave them so much that the term now has become more annoying than the media’s obsession with celebrity diets.

Best Practice

This refers to a method or technique that delivers superior results compared with other methods and techniques. It is also perhaps the single most pompous confection the consulting industry has ever dreamed up.

Think Outside the Box

This tired turn of phrase means to approach a business problem in an unconventional fashion. Kudos to a Forbes.com reader who suggested: “Forget the box, just think.”

Solution

This word has come to mean everything from the traditional way to solve a mathematical proof to a suite of efficiency-enhancing software–and it is the epitome of lingual laziness. Says Glen Turpin, a communications consultant: “It usually refers to a collection of technologies too abstract or complex to describe in a way that anyone would care about if they were explained in plain English.”

Leverage

Meet the granddaddy of nouns converted to verbs. ‘Leverage’ is mercilessly used to describe how a situation or environment can be manipulated or controlled. Leverage should remain a noun, as in “to apply leverage,” not as a pseudo-verb, as in “we are leveraging our assets.”

Vertical

This painful expression refers to a specific area of expertise. For example, if you make project-management software for the manufacturing industry (as opposed to the retail industry), you might say, “We serve the manufacturing vertical.” In so saying, you would make everyone around you flee the conversation.

Over the Wall

If you’re not wielding a grappling hook, avoid this meaningless expression. Katie Clark, an account executive at Allison & Partners, a San Francisco public relations firm, got a request from her boss to send a document “over the wall.” Did he want her to print out the document, make it into a paper airplane and send it whooshing across the office? Finally she asked for clarification. “It apparently means to send something to the client,” she says. “Absurd!”

Robust

This otherwise harmless adjective has come to suggest a product or service with a virtually endless capacity to please. A cup of good coffee is robust. A software program is not.

Learnings

Like most educated people, Michael Travis, an executive search consultant, knows how to conjugate a verb. That’s why he cringes when his colleagues use the word “learning” as a noun. As in: “I had a critical learning from that project,” or “We documented the team’s learnings.” Whatever happened to simply saying: “I learned a lesson from that project?” Says Travis: “Aspiring managers would do well to remember that if you can’t express your idea without buzzwords, there may not be an idea there at all.”

Boil the Ocean

This means to waste time. The thinking here, we suppose, is that boiling the ocean would take a long time. It would also take a long time to fly to Jupiter, but we don’t say that. Nor should we boil oceans, even the Arctic, which is the smallest. It would be a waste of time.

Reach Out

Jargon for “let’s set up a meeting” or “let’s contact this person.” Just say that—and unless you want the Human Relations department breathing down your neck, please don’t reach out unless clearly invited.

Punt

In football, to punt means to willingly (if regretfully) kick the ball to the other team to control your team’s position on the field. In business it means to give up on an idea, or to make it less of a priority at the moment. In language as in life, punt too often and you’ll never score.

Impact

This wannabe verb came to prominence, says Bryan Garner, editor in chief of Black’s Law Dictionary, because most people don’t understand the difference between the words “affect” and “effect.” Rather than risk mixing them up, they say, “We will impact our competitor’s sales with this new product.” A tip: “Affect” is most commonly a verb, “effect” a noun. For instance: When you affect my thinking, you may have an effect on my actions.

Giving 110%

The nice thing about effort, in terms of measuring it, is that the most you can give is everything—and everything equals 100%. You can’t give more than that, unless you can make two or more of yourself on the spot, in which case you have a very interesting talent indeed. To tell someone to give more than 100% is to also tell them that you failed second-grade math.

Take It To The Next Level

In theory this means to make something better. In practice, it means nothing, mainly because nobody knows what the next level actually looks like and thus whether or not they’ve reached it.

It Is What It Is

Thanks. Idiot.

My Say
Contributor, Forbes Entrepreneurs