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The Management Tip of the Day from Harvard Business Review

THE MANAGEMENT TIP OF THE DAY: Harvard Business Review

June 27, 2018

Show Compassion When an Employee Cries in Front of You

Managers often feel uncomfortable when an employee cries. It may be tempting to press on with the conversation as though nothing is happening, but a better response is to demonstrate compassion. The tears don’t mean the person is an emotional wreck or having a breakdown; they’re just the way their body is reacting to pressure. You might say, “Let’s take a quick break, and then we’ll figure things out.” You can suggest the employee take a short walk or get a coffee, or if the meeting is in your office, you can leave for a few minutes to let the person calm down. Don’t offer pity or try to fix the situation; say something simple like, “I’m sorry that upset you.” And resist getting upset yourself, even if you’re frustrated. If you stay calm and focused, you can help the employee move past their emotions and back to the work at hand.

Adapted from “How to Manage an Employee Who Cries Easily,” by Liz Kislik




By Heidi Grant

Even though we hate to ask for help, most people are wired to be helpful. And that’s a good thing, because every day in the modern, uber-collaborative workplace, we all need to know when and how to call in the cavalry. However, asking people for help isn’t intuitive; in fact, a lot of our instincts are wrong. As a result, we do a poor job of calling in the reinforcements we need, leaving confused or even offended colleagues in our wake. This pragmatic book explains how to get it right.

With humor, insight, and engaging storytelling, Heidi Grant, PhD, describes how to elicit helpful behavior from your friends, family, and colleagues—in a way that leaves them feeling genuinely happy to lend a hand.


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The Three-Box Solution Strategy Toolkit

By Vijay Govindarajan

Innovation guru Vijay Govindarajan expands the leader”s innovation toolkit with a simple and proven method for allocating the organization”s energy, time, and resources—in balanced measure—across what he calls “the three boxes.” The three-box framework, first introduced in Govindarajan’s bestselling book, makes leading innovation easier because it gives executives a simple vocabulary and set of tools for managing each of the three boxes:

  • Box 1: The present—manage the core business at peak profitability
  • Box 2: The past—abandon ideas, practices, and attitudes that could inhibit innovation and
  • Box 3: The future—convert breakthrough ideas into new products and businesses.


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