Toasting at The Office: A Guide to Responsible Drinks in the Workplace

Have you ever been at an office party that’s been limited in its offerings—just drinks, for example? How well has that ended? Probably not well, because post-work with just alcohol is not a great way to be your best at any office event. In fact, any event that is responsible related to work is an event that has food, limits its alcohol, and makes non-alcoholic drinks widely available.

               That’s just one example of putting a good work policy about alcohol into place. And the best way to do that is to put an alcohol policy into place, formally—and to share it with all employees, at multiple times and definitely before any event. And it also means that you have to think about events pretty carefully—planning them and making sure that you are putting policy into practice. What else does a good company policy look like? This graphic explains it.

Introducing: The New Global Manager!

image-of-melissa-lamson-new-global-manager-book

I’m so excited. I have launched my new book, “The New Global Manager.”

This book has been a labor of love, born out of the conviction that, in today’s new global environment, all managers are now global managers. And global managers must be able to quickly make sense of situations where cultural differences add levels of complication.

Like most managers, you already know that cultural differences are significant when you’re dealing with business partners from other countries. You see what’s happening. You get that today’s marketplace is increasingly global.

But what you may not fully understand is that you need to learn and use global management skills to address these cultural differences—in every interaction you have. And, you may not realize, but you are probably already being judged on how well you are meeting increasingly complex demands.

“The New Global Manager”

As I say in my new book, “culture” is how we describe the norms, perceptions, and values that drive our behavior and that we use to evaluate the behavior of other people. We use the term “cultural differences” to refer to everything from corporate cultures, to differences in religious beliefs, gender orientations, countries of origin, ethnicity— and so much more.

And, when everyone has the same norms, perceptions, and values, interacting with others and doing business is pretty straightforward and easy. But things get more complicated when the people with whom you do business, who are your customers, employees, colleagues, or bosses, have different norms, perceptions, and values.

Why is this?

It goes back to something rooted in human nature. We all make choices based on our cultures; all of the influences that have shaped us. But the people we interact with evaluate our action based on their own cultures, which can create confusion, misunderstanding, and potential problems, at times. Especially in a global business environment.

The pressure on managers is intense. Managers must be able to work and react quickly to this rapidly changing global environment with the challenges inherent in digitalization, new markets, diverse cultural backgrounds.

Whether you are a new global manager or someone who has worked in management for the past twenty years, today you need to be able to quickly make sense of situations where cultural differences add levels of complication. You must learn to recognize, assess, react and solve complicated management situation where diverse styles, personalities, and cultures are in play.

Sound daunting? It doesn’t have to be.

I understand the dynamics at play and want to assure you that there are practical resources available to help you learn to be an effective global manager and work well with culturally diverse customers, teams, colleagues, and bosses. I use a broad range of tools and frameworks that I recommend highly, which help my clients, manage these challenges effectively.

In “The New Global Manager,” I introduce some of those including OAR™, a multi-purpose tool to help you become aware of situations that aren’t working or have suddenly changed, ask questions to help you analyze the situation, and react appropriately. The acronym, OAR, stands for Observe, Ask Questions, React. Using OAR, when someone behaves in a manner that catches you off guard, instead of responding immediately, you stop and observe the situation.

I wrote “The New Global Manager” as a daily resource for managers, to provide practical tools and frameworks like OAR and 4DCulture, and strategies and tips for successfully managing abroad and at home, face-to-face and virtually. Whether you are a new manager or a manager with twenty years of experience, this is the comprehensive resource you’ve been waiting for.

Click here to buy the $.99 electronic version of the “New Global Manager” today. Remember, this is a limited and exclusive offer, so don’t delay!

Let me know what you think after you’ve read it. And please, give me a review on Amazon!