Giving critical feedback is an essential part of a manager’s job. But people in Shanghai don’t provide feedback in the same way as people in Strasbourg or Stockholm, so how can do your job when you’re working across cultures? Here are three tips: Learn the new rules. Read up on the values, beliefs, and assumptions people generally hold about social interactions in this region. Observe it in action to pick up on cues, such as how direct you’re expected to be, or how important is it to save face in group settings. Customize your behavior. Don’t assume you have to “go native.” You can often create a blend of styles that’s comfortable to you and effective in the new setting. Find a cultural mentor. Look for someone who’s worked in the area, preferably for many years. She can help you craft an approach that fits you and the place you work. Adapted from “Giving Feedback Across Cultures” by Andy Molinsky. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book

How can you get any work done when you’re in meetings all day? You can’t. But instead of griping, be more discerning about which meetings you got to. Before saying yes to invitation, ask yourself, “If I was sick on the day of this meeting, would it need to be rescheduled?” If you answer “no,” then decline the meeting and try one of these less time-intensive alternatives: Get an agenda. Ask to look at the agenda ahead of time so you can pass on your comments to the meeting organizer to share on your behalf. (Bonus: This may force him to make an agenda!) Delegate. Send someone else from your group to communicate your team’s perspective. Ask for notes. If someone is going to share important information but you’d just be listening, request a copy of the meeting notes after the fact. Adapted from “Break Your Addiction to Meetings” by Elizabeth Grace Saunders. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book

The whole point of résumés and cover letters is to sell your skills. Rather than simply listing the responsibilities in the positions you’ve held (as many candidates do), call out specific ways you’ve made a difference in those roles. Suppose you’re in sales: Did you exceed your annual targets? By what percentage? Or, if you’re a customer service manager, did you reduce the number of complaint calls? How did you do it — and by how much? Quantify whatever achievements you can, and include promotions and other acknowledgments of your success. For example, you may have started as a production manager and then, after six months, taken on full control of the firm’s quality assurance program. Mention accomplishments like that — they reflect the trust you earned and your level of competence. Adapted from the HBR Guide to Getting the Right Job. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book

Skilled networkers use their contacts as a source of quick feedback and even solutions to challenges of all sorts. If your network is strong, you’re connected to well-placed colleagues, suppliers, customers, and fellow executives in your field — a host of experts who can help you at a moment’s notice. For example, if you’re thinking of hiring a contractor, ask for reviews of his work. Or use an internal blog to request ideas on how to cut costs. Start by making suggestions of your own and then ask others to contribute. These tactics will not only help you get valuable information but also will increase your visibility within your network. Adapted from the HBR Guide to Networking. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book

Most leaders, even highly skilled ones, aren’t great at detecting ambiguous threats on the periphery of their business. But to be successful, you need to pick up weak signals from both inside and outside the organization. To get better at this critical skill, talk to your customers, suppliers, and other partners to understand their challenges. Conduct market research and business simulations to understand competitors’ perspectives, gauge their likely reactions to new initiatives or products, and predict potential disruptive offerings. Look at a fast-growing rival and examine any actions it takes that puzzle you. List customers you have lost recently and try to figure out why. Attend conferences and events in other industries or functions. All of this will give you the information you need to sense opportunities and potential crises. Adapted from “Strategic Leadership: The Essential Skills” by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book

If you’ve tried all of the basic ways to manage your email, but are still feeling overwhelmed, try setting quotas. The idea is that the more messages you send, the more you get. Assume that every email you send will generate 4–10 responses, so you’re creating work for yourself with each message. Limit the number of threads you initiate each day. For incoming messages, estimate the number of emails each will generate and make that your daily quota. Use filters to sort incoming mail and keep all but the most crucial messages out of your inbox. Auto-file other messages in alternative folders. Keep adding rules until your daily inbox volume falls below the quota you’ve set. Adapted from the HBR Guide to Getting the Right Work Done. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book

Every business wants to know what influences their customers. So, they should just ask them, right? Not so fast. There’s a fundamental problem with asking people what will persuade them to change: Most of the time they won’t know the answer. It’s not that they won’t give one. They’ll give you plenty. But those answers are likely to be wrong. Asking someone to pinpoint what will influence them in the future is a bit like saying, “Tell me how you will behave when you are not thinking about what I have just asked you about.” Instead of listening to your customers, watch them. Set up small field tests and controlled studies that observe what they actually do. In most instances, these experiments will be lot cheaper than traditional market research, and the insights will be much more revealing. Adapted from “Stop Listening to Your Customers” by Steve Martin. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book

When you present, your audience usually sizes you up before you even utter a word — so it’s critical to make a positive first impression. Start by communicating ahead of time. Send a thoughtfully written agenda with a concise but telling subject line — and be explicit about what the audience will get out of it. Once they’re in the room, match your disposition to your presentation. For your content to ring true, do you need to come across as passionate? Humbled by the challenges ahead? If you’re announcing a layoff, be somber, not happy. If your talk is upbeat, chat with individuals as the group gathers. No matter what tone you’re trying to establish, be available and sincere. Adapted from the HBR Guide to Persuasive Presentations. Visit Harvard Business Review’s Management Tip homepage Purchase the HBR Management Tips book