Latest news with #seniorleadership
Forbes
12-08-2025
- General
- Forbes
How To Handle Coworkers Who Give You Unwanted Advice
You probably know how intrusive and disheartening unsolicited advice can feel – even when it's coming from a well-meaning place. Maybe it's a colleague chiming in during a meeting to reinterpret the data you're presenting, leaving you flustered in front of senior leadership. Or perhaps it's during a one-on-one with your manager, where you're hoping for empathy, but instead, they turn your challenge into a brainstorming session of strategies they think you should try (based solely on their experience, of course). Whether it's someone pointing out flaws without fully understanding your plans, offering advice in areas where you're the expert, or responding to a simple update with suggestions you didn't ask for, these moments can feel like a subtle critique of your skills. But here's the reality: most of the time, these comments aren't meant to undermine you. More often, they're an attempt to offer a fresh perspective or be helpful. As with many workplace dynamics, balance is key. Staying open to feedback and new ideas is important, but so is trusting your own expertise and instincts. When unsolicited advice becomes overwhelming, misplaced, or chronic, it's okay to set boundaries in a way that's both firm and respectful. Here's how you can stay receptive without feeling overrun. Present your ideas as decisions, not discussions. Instead of saying, 'I'm thinking about trying X,' restate it as, 'I've decided to do X…' This subtle shift signals confidence and clarity, showing that you're sharing information, not seeking feedback or approval. Phrases like 'After careful consideration, I've committed to…' or 'We're moving forward with…' make it clear that your plan is already in motion. Take Maria's situation. Rather than saying, 'I'm exploring the best way to launch this new initiative,' she could say, 'To successfully launch this initiative, I'm prioritizing corporate sponsorships and advertising.' This flips the dynamic – instead of inviting unsolicited suggestions, it positions her as a leader with a plan. Now, a colleague like Ben is more likely to ask how he can support her vision rather than offer unsolicited advice. Highlight that there's already support. Leveraging the psychology of social proof is a powerful way to build momentum for your idea. By highlighting early successes or the backing of key stakeholders – whether it's higher-ups, external vendors, or partners – you signal that your idea is already validated and gaining traction. This creates a sense of credibility, making it easier for others to get on board. You might say, 'We've just started X, and already we're seeing Y result,' which subtly conveys that you're on the right track without inviting alternatives. Or, if relevant, emphasize stakeholder support by saying, 'I've discussed this with [manager/leader]Pair a compliment with a boundary. When you need to firmly but politely regain control of a conversation, it's important to signal that while you value someone's input, you're not currently looking for additional ideas. This approach is especially helpful in meetings where time is tight and sticking to the agenda is crucial. Here are a few phrases to try: Ask directly for what you need. Set the tone for feedback by clearly outlining the type of input you are open to. This helps avoid misaligned suggestions and keeps the conversation focused. For example: If someone's enthusiasm starts to veer off track, guide it toward areas where their input will be most helpful. For instance, 'your expertise could be incredibly valuable on the compliance side. Could we focus there instead of diving further into strategy?' This approach not only keeps the discussion aligned with your needs but also ensures the other person feels their contributions are appreciated and purposeful. While unsolicited advice can be irritating, it's also a chance to stop taking work so personally. When others' input crosses the line, you'll be equipped to assert yourself with clarity, kindness, and confidence.
Khaleej Times
01-08-2025
- Health
- Khaleej Times
UAE: Police officer injured in traffic accident; RAK officials visit him in hospital
A patrol driver in the Ras Al Khaimah police force was admitted to the hospital after being involved in a traffic accident. Authorities from the emirate visited him to check on the patrol officer's health and "lift his spirits". The delegation from RAK police wished him a speedy recovery, and hoped for a full return to his career with health and wellness. This visit comes as a result of the police's commitment to establish the positive relationship between the senior leadership and their associates, authorities said. The initiative is a part of providing support to fellow officers in both good and bad times, and to help increase communication and optimism within the force.
Zawya
15-07-2025
- Business
- Zawya
Initial actions that help organisations stay afloat
Last week, my article revolved around the common strategy, steps or approaches that many organisations usually follow in order to save themselves from sinking. The typical steps include appointing a new CEO, reshuffling the senior executive leadership team, cutting costs from every corner and finally pushing the sales team with and for aggressive revenue targets. While these moves are intended to restore confidence and improve the financial performance as a result, they often only produce short-term optimism and consequently fail to address deeper issues (the main problems per se). New leaders normally surround themselves with loyalists (or friends, family and past colleagues) rather than capable challengers. Cost-cutting measures can harm innovation and morale; and finally, aggressive sales tactics often ignore root causes like outdated products or customer dissatisfaction, to name a few. Without a strategic and evidence-based plan, these reactive measures rarely produce fruitful results. True transformation requires more than just surface-level change. My article this week focuses on some of the initial actions that can be followed in order to recover and stay afloat (based on research from renowned institutions that experienced the same). Irrespective of whether it's a new or an existing leader and/or senior leadership team in place, listening deeply, widely and carefully is the number one action that needs to be done. Taking time to understand the problems is crucial before doing anything else. Listening to employees on the ground, frontline staff, long-time customers, old clients and even past employees will surely help find out the problem being faced. Unfortunately, this is rarely the case and as a result, problems will remain one way or another. Secondly, the leader and their senior executive team need to ensure trust is rebuilt internally. This can be in ensuring they are visible and approachable (by repetitive communicating and keeping an open door policy), acknowledging what's shared (be it in the form of comments and feedback), consistently sharing a clear vision, mission, strategy and related road map (of where they are going, how and when); and finally keeping employees and various stakeholders engaged throughout the journey. Trust doesn't come from promises. It comes from transparency and consistency. It is important for the leadership team to carefully identify employees internally who still believe, still perform and still care for the success of the organisation. Loyal employees are valuable for the organisation. What they only need is someone to listen to them and give them a room to lead and grow. Some of these employees may not have the loudest voice, but they carry the culture. They are the internal champions who will drive the recovery from within. Do not ignore but empower them. Treating all the employees the same is a mistake that needs to be avoided. Action speaks louder. The new team in place needs to take decisive action immediately upon joining, listening and empowering the right team and employees in place, for this will send a message that things are happening. Urgency is important, but random, reactive decisions only create more confusion. Leaders need to continue communicating regularly and tracking progress transparently and should not be afraid to take action for changes when necessary. Leaders with clear, transparent and fair action are respected dearly. In conclusion, loud announcements and mass layoffs may result in a short-term win. However, truth be told, these moves are unsustainable in the long term. Clarity, humility and trust, followed by a focused execution, is what would not only save but also sustain the growth of the organisation in question. People need to understand that fixing a business starts by understanding the people, the purpose and the pain points. Thoughtful but not flashy turnaround is the name of the game and only those who know and play the game win. Until we catch up again next week, be positive and stay alert. 2022 © All right reserved for Oman Establishment for Press, Publication and Advertising (OEPPA) Provided by SyndiGate Media Inc. (
Yahoo
14-07-2025
- Business
- Yahoo
Some Acadia University staff working 4 days a week after successful pilot program
Some Acadia University staff are working four days a week instead of five this summer after a pilot program showed positive results. The university says about 90 per cent of full-time administrative employees participated in the pilot program last summer. They received the same pay for their work and did not have to work longer hours to make up for the day off. A group of researchers then surveyed staff satisfaction. The group found that the participants reported higher job satisfaction and a surge in leisure activities, from community involvement to new hobbies. "Ninety-seven per cent said it had a positive impact on their mental health and also their emotional well-being, and it also impacted their quality of life," said Rebecca Casey, a sociology professor at Acadia University and one of the researchers. This four-day work week is only back for the summer when there are fewer students, said the university in a statement, because it will be "all hands on deck" during the fall and winter semesters. The university said it allowed teams to choose their days off since each office has different workloads, deadlines and needs. In addition to faculty, senior leadership was excluded from the model, meaning the president and vice-presidents continued to work five days a week. Casey said a handful of people did have issues implementing the four-day work week, although the overwhelming majority found it positive. The researchers say the implementation of a shorter work week can also lead to higher recruitment and retention, as more people would like to work fewer days for the same pay and use that extra time for leisure. "Organizations are increasingly tasked with designing work structures prioritizing employee well-being while sustaining their daily operations and mandate," the report states. Casey says the results of the pilot program will be shown at a presentation in the United Kingdom this summer to further discuss what shorter work weeks could look like in the field. MORE TOP STORIES
CBC
14-07-2025
- Business
- CBC
Some Acadia University staff working 4 days a week after successful pilot program
Social Sharing Some Acadia University staff are working four days a week instead of five this summer after a pilot program showed positive results. The university says about 90 per cent of full-time administrative employees participated in the pilot program last summer. They received the same pay for their work and did not have to work longer hours to make up for the day off. A group of researchers then surveyed staff satisfaction. The group found that the participants reported higher job satisfaction and a surge in leisure activities, from community involvement to new hobbies. "Ninety-seven per cent said it had a positive impact on their mental health and also their emotional well-being, and it also impacted their quality of life," said Rebecca Casey, a sociology professor at Acadia University and one of the researchers. This four-day work week is only back for the summer when there are fewer students, said the university in a statement, because it will be "all hands on deck" during the fall and winter semesters. The university said it allowed teams to choose their days off since each office has different workloads, deadlines and needs. In addition to faculty, senior leadership was excluded from the model, meaning the president and vice-presidents continued to work five days a week. Casey said a handful of people did have issues implementing the four-day work week, although the overwhelming majority found it positive. The researchers say the implementation of a shorter work week can also lead to higher recruitment and retention, as more people would like to work fewer days for the same pay and use that extra time for leisure. "Organizations are increasingly tasked with designing work structures prioritizing employee well-being while sustaining their daily operations and mandate," the report states. Casey says the results of the pilot program will be shown at a presentation in the United Kingdom this summer to further discuss what shorter work weeks could look like in the field.
