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How to Recognise a Toxic Boss

How to Recognise a Toxic Boss

The perfect boss doesn’t exist, just like the perfect employee doesn’t exist. Always bear in mind that everyone has their flaws. However, with good working relationships being so important for work satisfaction, if you’re unsure about your relationship with your boss here is how to recognise the signs of a toxic boss. Unprofessional Behaviour This one is a no brainer. If your boss acts completely unprofessional with you then they are classed as a toxic boss. Unprofessional behaviour falls under serious misconduct such as, sexual harassment, bullying, using curse words and other less serious behaviours like being unable to make eye contact and interrupting and allowing others to interrupt them. If your boss behaves in this way you will need to contact your HR department immediately. It’s completely unacceptable behaviour and you will need to address it sooner rather than later. Doesn’t Listen Anyone that doesn’t listen in the work place is going to be very difficult to work with, but if it’s your boss, this will be bring so many issues to your working life. As an employee it is important for you to be heard by your superiors so that you feel valued and are appreciated. Not being heard will demotivate you but it will also make it very hard for you to confide in your boss as well. via GIPHY Unrealistic Expectations Good managers will always want to push you beyond your comfort zone to encourage you to succeed, but a toxic manager will just push you to the point of work overload and make you feel stressed rather than motivated. If your boss has you working to unrealistic deadlines or expects you to abandon your workload for what they feel is priority to them, this will create a very toxic environment for you. Ungrateful At the end of the day, you are paid to do a job and every time you do that job you can’t expect praise. However, a boss that can never say “Thank you” or “Good job” that’s a clear indication of a toxic manager. It’s okay if your boss expects you to do things for him/her without a big song and dance thanking you for it, but the odd time it’s important to have communication of the fact they are grateful for your help. Micromanaging This is one of the most toxic work environments any professional can be expected to work in. Having a boss look over their shoulder at you and being made to feel like you are being constantly watched is very stressful and it’s the perfect way to destroy productivity. Being a Fun Boss It’s nice to be able to get along with your boss but if you feel your boss is more of a friend than a manager, you may have a problem. It’s important for leaders to be admired and respected as superiors but a manger who is more interested in being your pal will never be someone you look up to. It also makes any kind of constructive criticism from them very hard to take. Often if a manger is too friendly when it actually comes to managing you and giving you criticism, you will either not take their comments seriously and brush it off or find yourself offended and hurt by their comments because you thought they were your friend. Blurred lines between boss and friend is an indication of toxicity. via GIPHY Takes Credit but Never Responsibility A manger is there to lead and celebrate your successes, not make you do the work for their benefit. A manager who can take credit for your work but blames you for their mistakes is undoubtedly a toxic boss. A boss should never use your successes as their own and should always be held responsible for their own mistakes. Never Being Wrong This type of boss reminds me of the Roald Dahl character in Matilda, Miss Trunchbull. This quote in particular… “I'm right and you're wrong, I'm big and you're small, and there's nothing you can do about it.” ― Roald Dahl, Matilda. It can be hard to work for and communicate with a boss who feels they’re right all the time and doesn’t accept your views. It can be a very toxic environment for someone working with a boss like this. If your boss is anything like Miss Trunchbull, you really need to accept your boss could be toxic. via GIPHY If your boss does any of these things and it makes you feel uncomfortable and uneasy in work, you should approach your HR Department with your concerns. If you feel you’ve done all you can to resolve the issue and nothing has come of it, it may be time to search for a new job. Send your CV to us in Sigmar Recruitment and we can help find you a more suitable position.

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What To Do If You’re Dealing With A Toxic Boss

What To Do If You’re Dealing With A Toxic Boss

In last week’s blog we looked at How to Recognise a Toxic Boss. We know the perfect boss doesn’t exist, just like the perfect employee doesn’t, so you shouldn’t be too hard on your boss. However, once you are sure your manager is toxic, it’s important to know what to do Try Not Take It Personally Whatever is going on with your boss, it has nothing to do with you. If this is their managing style they more than likely have treated people like this before and will probably continue to treat people like this in future. Try to remind yourself of this as often as you can so your self-confidence doesn’t become affected by your toxic boss. Know That You Don’t Need Them To Succeed Your boss may make you feel like they are the reason you have a job and you would be useless to another company, they’re wrong! You are more than capable of being successful in your career and that has nothing to do with your boss. Karma This is always a sweet little reminder when your boss is treating you badly. Things come back around on people and the same goes for you. You’re having a hard time now, but things will improve for you and as for your boss, they will probably get what is coming to them sooner or later. Write Down How You Feel This is a great way to get things off your chest. Write it all down. Everything! It can even be as inappropriate as you like, ‘cause your boss will never see it. That’s the beauty of it! Say everything you need to and destroy the evidence. I can guarantee you’ll feel a lot better after it. Keep Records Try to document as much as you can. If your boss is treating you unfairly, it’s best to have documents to prove it. Even if your interaction with them is mostly face to face, ask them to follow up in an email. A lot of the misbehaviour of a toxic boss is going back on their word. For instance, they tell you to do something but then deny it or grant you permission to do something, like take annual leave and then they deny ever being asked. The best thing to do is always follow up on verbal conversations with an email and to keep a diary. Write everything your boss asks you to do in a diary and if they ever accuse you of not doing something you can check back in your diary afterwards. Arrange A Meeting With Your Boss Sometimes just sitting down with your boss and explaining that you feel they are unhappy with you can really make a difference. Having a face to face conversation about the issues you have could solve things. It might not be the case but it’s the first step before approaching HR. Speak to HR If you have approached your boss or have at least tried to but felt it was unsuccessful, the next step is to speak to HR. After you have prepared your records and can explain your bosses misconduct clearly and accurately you should have a strong case for your HR department. Know When to Leave Sometimes the only thing you can do to fix the situation is to find a new job. Life is too short to sit in a job with a boss who makes you miserable. If HR couldn’t solve the issue and you couldn’t move departments, you may wish to start applying for new jobs.

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20 Disney Quotes That Will Inspire You To Succeed in Your Career

20 Disney Quotes That Will Inspire You To Succeed in Your Career

There's a lot of wisdom in Disney films so here are some of the best quotes to inspire you today.. "Venture outside your comfort zone. The rewards are worth it." - Rapunzel (Tangled) "All it takes is faith and trust." - Peter Pan (Peter Pan) "The flower that blooms in adversity is the most rare and beautiful of all." - The Emperor (Mulan) "Don't just fly, soar." - Dumbo (Dumbo) "In every job that must be done, there is an element of fun." - Mary Poppins (Mary Poppins) "Life's not a spectator sport. If watchin' is all you're gonna do, then you're gonna watch your life go by without ya" - Laverne (The Hunchback of Notre Dame) "The problem is not the problem. The problem is your attitude about the problem." - Jack Sparrow (Pirates of the Caribbean) "Believe you can, then you will." - Mulan (Princess Stories) "Today is a good day to try." - Quasimodo (The Hunchback of Notre Dame) "If you don't know where you want to go, then it doesn't matter which path you take" - The Cheshire Cat (Alice in Wonderland) "Admit defeat, and defeat will surely admit you into permanent custody" - Beret Girl (An Extremely Goofy Movie) "Oh yes, the past can hurt. But the way I see it, you can either run from it or learn from it" - Rafiki (The Lion King) "You're braver than you believe, and stronger than you seem, and smarter than you think" - Winnie the Pooh (Pooh's Most Grand Adventure) "Always let your conscience be your guide" - The Blue Fairy (Pinocchio) "Happiness is the richest thing we will ever own" - Donald Duck "Just because it's what's done, doesn't mean it's what should be done." - Cinderella (Cinderella) "Sometimes the right path is not the easiest one." - Grandmother Willow (Pocahontas) "The only thing predictable about life is its unpredictability." - Remy (Ratatouille) "Now, think of the happiest things. It's the same as having wings." - Peter Pan (Peter Pan) "All our dreams can come true, if we have the courage to pursue them." -- Walt Disney

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Make Performance Management Part Of The Daily Conversation

Make Performance Management Part Of The Daily Conversation

More and more we are seeing a shift away the annual appraisal system. It can be a costly and timely exercise. Where they are done due to process, employees can end up feeling dissatisfied rather than more engaged. Performance management is increasingly deemed to be an ongoing process and not an annual event. An employee can easily go on the defensive when something is brought up at their annual review that was never mentioned to them before. Likewise the employee could highlight issues to the manager, which if given the opportunity could have been discussed and resolved months earlier. Performance management can only truly be effective when it becomes part of an organisation’s and its employee’s daily actions. The new method of performance management is to foster an ongoing culture of informal and spontaneous performance reviews through ongoing feedback, coaching, support and guidance. This can be done in conjunction with a more formal process which will avoid any bombshells dropped by either party at an annual review. It is now rather a continuation of an already ongoing conversation. Pre-requisites of ongoing performance management: Establish clear goals. This should happen at induction and be repeated on an ongoing basis. Coach along the way, identify weaknesses and areas for development, recognise success and encourage conversation. Golden rules of giving feedback: Constructive feedback is always more effective the closer it is to the event. The risk of waiting for a formal review is the possibility of the employee resenting that they were not told earlier and given the opportunity to improve. They could also continue with the ‘wrong behaviour’ in blissful ignorance. Equally positive feedback can reinforce the right behaviour and really motivate staff. Give specific feedback, don’t be vague. Explain the consequences both positive and negative, of doing the job correctly or incorrectly. Is this the right setting, do you risk embarrassing the employee if it is in front of others? Would a private setting be better? The employee needs to know that feedback is provided to develop them, not to punish them. Are they listening? Do they know what is expected of them going forward? Why not check by asking them to tell you what they will do from here on going forward and see if their answer is in line with what you had in mind. If it differs do you need to adapt? Collaboration – Listen Listen Listen! Why does the employee feel there has been poor performance? What suggestions do they have for improvement? Benefits of effective performance management to an organisation include: Hold on to your top talent! Employees including your highest performers are less likely to leave. Employees are incentivised to perform at a high level. Empowered Employees! A culture of employee accountability is fostered. As the employee becomes more independent, learns more skills and takes on greater responsibility the management job becomes easier. Identify problem areas quicker. Poor performance can be identified and improved. Your customer will have a better experience. Employees will be more motivated when they have been coached and received feedback. No matter what terms are used to describe it: coaching, feedback, goal setting, measuring performance, development etc., the common trend is that companies are striving to make performance management ingrained in the daily culture of the organisation and the actions of its employees and management. This may or may not be coupled with a formal annual appraisal system, with or without a ratings system. Either way increased two-way ongoing communication should lead to a more open and honest relationship between a manager and their employee, a workforce that are motivated and understand their role within the larger organisation as well as a more productive and effective performance by the individual, the team and the company. More and more we are seeing a shift away the annual appraisal system. It can be a costly and timely exercise. Where they are done due to process, employees can end up feeling dissatisfied rather than more engaged. Performance management is increasingly deemed to be an ongoing process and not an annual event. An employee can easily go on the defensive when something is brought up at their annual review that was never mentioned to them before. Likewise the employee could highlight issues to the manager, which if given the opportunity could have been discussed and resolved months earlier. Performance management can only truly be effective when it becomes part of an organisation’s and its employee’s daily actions. The new method of performance management is to foster an ongoing culture of informal and spontaneous performance reviews through ongoing feedback, coaching, support and guidance. This can be done in conjunction with a more formal process which will avoid any bombshells dropped by either party at an annual review. It is now rather a continuation of an already ongoing conversation. Pre-requisites of ongoing performance management: Establish clear goals. This should happen at induction and be repeated on an ongoing basis. Coach along the way, identify weaknesses and areas for development, recognise success and encourage conversation. Golden rules of giving feedback: Constructive feedback is always more effective the closer it is to the event. The risk of waiting for a formal review is the possibility of the employee resenting that they were not told earlier and given the opportunity to improve. They could also continue with the ‘wrong behaviour’ in blissful ignorance. Equally positive feedback can reinforce the right behaviour and really motivate staff. Give specific feedback, don’t be vague. Explain the consequences both positive and negative, of doing the job correctly or incorrectly. Is this the right setting, do you risk embarrassing the employee if it is in front of others? Would a private setting be better? The employee needs to know that feedback is provided to develop them, not to punish them. Are they listening? Do they know what is expected of them going forward? Why not check by asking them to tell you what they will do from here on going forward and see if their answer is in line with what you had in mind. If it differs do you need to adapt? Collaboration – Listen Listen Listen! Why does the employee feel there has been poor performance? What suggestions do they have for improvement? Benefits of effective performance management to an organisation include: Hold on to your top talent! Employees including your highest performers are less likely to leave. Employees are incentivised to perform at a high level. Empowered Employees! A culture of employee accountability is fostered. As the employee becomes more independent, learns more skills and takes on greater responsibility the management job becomes easier. Identify problem areas quicker. Poor performance can be identified and improved. Your customer will have a better experience. Employees will be more motivated when they have been coached and received feedback. No matter what terms are used to describe it: coaching, feedback, goal setting, measuring performance, development etc., the common trend is that companies are striving to make performance management ingrained in the daily culture of the organisation and the actions of its employees and management. This may or may not be coupled with a formal annual appraisal system, with or without a ratings system. Either way increased two-way ongoing communication should lead to a more open and honest relationship between a manager and their employee, a workforce that are motivated and understand their role within the larger organisation as well as a more productive and effective performance by the individual, the team and the company.

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Sir Ken Robinson's Keynote Speech at Talent Summit 2018

Sir Ken Robinson's Keynote Speech at Talent Summit 2018

Sir Ken Robinson, one of the world’s leading thinkers on creativity and innovation in the workplace spoke at Talent Summit 2018. As an advisor to Fortune 500 companies and governments in Europe, Asia and the United States, Sir Ken Robinson helps transform organisations’ corporate culture to focus more on fostering and developing creativity. His New York Times best-selling books also help people tap into their creative potential. His ideas and research have made him a popular speaker on TED Talks. In fact, his 2006 and 2010 presentations have been seen by more than 350 million people in 160 countries, making Robinson the most-viewed speaker in the history of Ted.com. Talent Summit was held in the Convention Centre, Dublin on the 22nd February 2018. Founded by Sigmar Recruitment, Talent Summit has grown to become one of the largest HR & Leadership conferences in Europe, showcasing the latest thinking on talent topics from around the world. Its mission is to share thought leadership on talent to build better workplaces and working lives in an increasingly complex world of work. Talent Summit 2018 Speakers included: Sir Ken Robinson - Worlds No. 1 TedTalk Speaker Dr Peter Lovatt - Dance Psychologist, University of Hertfordshire Johnny Campbell - CEO, Social Talent Dennis Layton - Global Deputy Leader, People Advisory Services, EY Karen Ní Bhróin - Conductor in Training, RTÉ Choirs, Orchestras and Quartets David Barrett - Chief Commercial Officer, cut-e Rob Williams - Director of Employer Insights, Indeed Find out more about upcoming events on www.talentsummit.ie

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Salary Guide 2018

Salary Guide 2018

Broadly the global economic performance and Ireland’s position are positive for the rest of 2018. With unemployment at 6.1%, two points lower than the European average (8.6%) and trending closer to 5%, continued inward and indigenous investment along with low inflation, all signals point towards continued, sustainable improvement. Last year we suggested the real impacts of Brexit and the Trump administration may yet to be seen, and this may well still be the case. Ireland has been resilient throughout ten years of turbulence, however, so can be confident of maintaining growth. In terms of professional salaries, increases in the region of 4% have remained ahead of cost inflation and enabled the sustainability of economic (and employment) performance. Indeed the impact of new organisations (mainly financial and fintech) relocating some operations to Ireland from UK will be higher in 2018 due to the time it takes to set up financial operations. The strong sectors (ICT, pharmaceutical, financial, etc.) remain strong, with specialisms like GDPR, Blockchain (not just Bitcoin) and analytics getting the headlines in 2018. There is an on-going drive for a better regional spread for new and existing jobs. There is a salary differential in the region of 5-10% and better retention rates (and more property options), so the regions will be disproportionate beneficiaries of new job creation. 2018 Salary Guides for each discipline: Accountancy & Finance Banking & Financial Services Construction & Property Services HR Insurance IT Legal & Compliance Manufacturing & Engineering Marketing Office Support Sales Science & Pharma Supply Chain

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The Talent Isle

The Talent Isle

There can be no denying that the Irish economy has benefited hugely from foreign direct investment, particularly from the US. The statistics speak for themselves; today there are 700 US companies with Irish operations directly employing 165,000 people. But, the historical economical and political US-Irish relationship works both ways. With Murphys, Kennedys and O’Neills making their presence known in boardrooms the length and breadth of the 50 States, Ireland is well represented in the highest echelons on US soil. Likewise, the statistics on that side of the Atlantic speak for themselves; there are also 700 Irish companies with operations in the US who employ 100,000 US citizens. Recent changes to the political environment in the form of US protectionism has undoubtedly threatened our status as the location of choice for US companies, making up 12.1% of US FDI investment into Europe despite accounting for just 1% of the entire European economy. At a time of green shoots growth in the aftermath of one of the worst recessions the State has known, this hard won reputation in now in jeopardy. Speaking at the Boston College Ireland Business Council symposium, John Harthorne, CEO MassChallenge described protectionism as grabbing the largest slice of the pie. The responsibility of leadership should be to increase the size, not of the slice, but of the pie itself. So, what can business leaders do? Well, of course we can leave it to the Government and State agencies to do their job, or else we can get out there ourselves and deliver the message that Ireland is still a great place to do business. That is exactly what Ireland Gateway to Europe did on Wednesday April 11, 2018, when a delegation of more than 40 Irish business leaders arrived in Washington to deliver the message that Ireland’s trade partnership with the US is stronger than ever, is truly bilateral and that Ireland remains the location of choice for FDI in Europe. Ireland Gateway to Europe met with their US counterparts and political representatives on Capitol Hill with the purpose of strengthening existing business relationships and create new ones. This initiative is a not-for-profit annual trade mission made up of professional advisory firms who travel the US annually to provide a secure resource network for business expansion to help US investment succeed in setting up operations in Ireland. Founded in 2012 as a response to the economic challenges at that time of global recession, Ireland Gateway to Europe is now in its seventh year of US, UK and global trade missions. Ireland has traditionally enjoyed a particularly strong business, cultural and political relationship with the US. However, in light of the recent announcements of trade tariffs, data privacy, immigration and other protectionist policies, our concern is that there may be a perception that Irish-US trade linkages may have subsequently diminished. The fact of the matter is that the transatlantic economy grew stronger, not weaker over the past year, as did Irish -US trade with US exports to Ireland up 9% and imports to Ireland up 6%. While the Washington mission was the focal point of the 2018 trade mission, the second leg of the trip saw the group travel to Boston to engage directly with the US business community at the stateside launch of the transatlantic Boston College Ireland Business Council (BCIBC). Having launched this side of the Atlantic in Dublin last October, the US BCIBC launch took the form of a Global Leadership Symposium where US CEOs met with their Irish counterparts. The event looked at Global Leadership, where a panel of global CEOs discussed how they, as a transatlantic leadership community, can create opportunities against the backdrop of economic challenges. The purpose of the BCIBC is to establish new, and strengthen existing, transatlantic business ties between the two countries, and it is designed to enhance transatlantic business between the US and Ireland through creating connections that allow for entrepreneurial ventures to grow and prosper. The Global Leadership Symposium is one of a series of planned BCIBC CEO Exchange events that will take place twice annually over the coming years, both in Ireland and in the US. The nest event is scheduled for Dublin this coming October. Founded by the Global Leadership Institute, Boston College, and Ireland, Gateway to Europe, and Chaired by Neil Naughton of GlenDimplex, the main aim of the BCIBC is to bring influential business leaders from both communities together once a year in Dublin and in Boston to create one deeply connected transatlantic trade artery. By establishing the BCICB, the tight commercial and social bonds we share with the US can be strengthened and build upon bilaterally, business to business, in spite of any potential external or internal protectionist political policies. It’s widely known that cultural ties between Massachusetts and Ireland are deep but possibly lesser known are the strength of economic ties with 11,000 people employed by Irish companies there and Ireland being the 6th largest exporter from MA. With threats from the uncertainty of the Brexit situation ringing in our ears from the East and murmurings of protectionism coming from the West, Ireland is again in a unique position to act as the economic transatlantic hub. What will the future hold? As it stands nobody knows for certain, but the community of transatlantic business leaders has a collective, critical role to play to ensure the future foundation of business relations is maintained for generations to come. Those business relationships benefit both Ireland and the US. Let’s both grow our slices of the pie by growing the pie itself. Article featured on The Business Post