Remote work policies are under fire in technology and other pioneers of this practice. IBM's recent announcement that all remote workers must either rejoin a physical IBM location or leave the company is the latest example. After a decade of living and supporting remote working in my technology companies, I still see some pros and cons, but it is not a binary issue.
The transition from peer to boss is awkward, clumsy, and filled with opportunities to misstep. This article offers 9 ideas to help guide you through this process.
I hate learning about interesting leaders once they are gone. The same goes for remarkable musicians, except the musician’s output lingers, potentially inspiring new generations. The leader’s wisdom fades along with those they touched directly. Here's some wisdom worth passing on via your own actions:
Almost every manager can relate to having to navigate a toxic employee situation. If managed improperly (or ignored), it can actually make you ill. This article offers some guidance on dealing fairly and firmly with this situation.
The transition from contributor to manager is awkward, clumsy, and filled with potential pitfalls. My two new First-Time Manager mentoring programs are designed to help ease the transition and increase the odds of success.
It's easy to fall into the trap of telling versus asking. Telling is fast and ensure that the work gets done to your standards. It's also the height of laziness and a profoundly powerful way to show your lack of respect for your team members. Try asking instead of telling. You will be surprised with the results.
Enjoy those days when all seems to be good in the universe. Just watch out for that reality check about to blindside you!
As machine learning and brain science advance with remarkable speed, it's not implausible to imagine leadership behaviors reduced to a component of a master algorithm. Thankfully, there are some distinctly human attributes that may be difficult to capture in this format. Use them as if your survival as a leader depended on it.
It's too easy to let the personal problems of our coworkers or employees become our problems. Beware the emerging drama storm as a new manager, and take steps to keep the discussion focused on the business of business.
The general guidance on building effective teams is right, it's just often not specific enough. Here are 4 keys to building your great team that don't get enough consideration in most workplaces:
