My favorite part of working with good managers is their seeming superpower to make their difficult jobs guiding and engaging with team members and stakeholders look easy. Here are 8 key behaviors I’ve observed in these managers:
While we spend most of our time commiserating over bad managers and thinking and writing about seemingly super-human leaders, it’s most often the quiet, hard-working managers operating below the top-levels who make our organizations go and grow.
There’s a loud ring of truth to the old saw: “Culture eats strategy for lunch.” However, sometimes, the culture needs to evolve, or everyone is at risk of ending up hungry at lunchtime.
As leaders, we often fall victim to the belief that our teams need us to survive and thrive. In reality, if we’ve done our jobs right in selecting, developing, and placing people in the right positions, and worked hard to create a healthy environment, what they need is less of us.
The conversations I genuinely worry about are the ones that aren’t taking place. As a leader, just thinking about what’s not getting talked about should scare the daylights out of you.
My online dictionary defines conundrum as a confusing or difficult problem. The dictionary editors might as well use the act of moving from individual contributor to new manager as the leading example.
From feedback and coaching discussions to interchanges with coworkers who can say, “Yes” or “No” to your requests for resources, process changes, budgetary allocations or fresh ideas, there’s no end to the critical communication situations we encounter at work. I find that just a few common-sense, authentic communication tactics improve your success and strengthen your credibility as well.
Here’s some guidance to help new managers move beyond that early feeling of disorientation and start strong.
Taking a cue from the late President George H.W. Bush, character and moral compass are essential for good leadership. Here are some ideas to help you bring them to life.
Imagine there was a tool at your disposal that would help reinforce in real-time the behaviors of group members that moved the performance numbers in the right direction. Or, a tool that would get people motivated to learn, grow, and leave behind less-than-ideal behaviors in favor of new approaches and continuous improvement. Wouldn’t this be helpful?
Well, there is. It’s called performance feedback. And sadly, it’s often missing-in-action, misapplied, or, applied inconsistently, and that’s just leaving money and morale on the table.
