Most feedback discussions succeed or fail in the opening sentence. You have a chance to engage the receiver and build value or, point a finger and make the discussion feel like an indictment. Here are 6 suggestions to help you get the feedback discussion started on the right footing:
It’sYourCareerWhile guidance on developing as a leader is plentiful…perhaps in over abundance, there’s relatively little in the daily flow of business and management writing devoted to developing as an effective employee. For just a few minutes, let’s turn the world of leadership and management advice upside down and take on the perspective of the boss and what she’s looking for from you as a member of her team. Here are 10 things the boss is looking for from effective employees:
I was struck by the simplicity and power of an observation from one of the (early career) participants in a recent leadership program of mine. After studying different styles and approaches and examples of leaders, he indicated that he was walking away from the program with a sense that there was no one style he was required to emulate on his path to leadership success.
From time to time, the hard work of being responsible for the work of others grows tiring. While much of the literature paints a picture that makes leadership sound like a calling (and for some it is), for many in roles of responsibility for teams and groups, the position was an accident, a means to advancement or something that seemed interesting at the time. Whether your issue is one of leadership fatigue or, you’re gut is telling you to stop the bus because you want to get off, it’s important to pause every once in awhile, assess your situation and either find a way to refresh and recharge, or, find a way to get off at the next stop.
If your objective is to annoy your boss and ensure that you earn your way on to his or her Short List (OK, the name of the list starts with sh and ends with t, but this is a family blog), try these eight actions on for size:
Part of growing up as a leader involves letting the people you’ve supported and coached, sometimes from day one of their careers, move on to new opportunities inside and outside the organization. Here are 5 thoughts to help you keep things in context when faced with losing a valued team member:
In the course of my work coaching, managing and hiring, I encounter far too many individuals who have nothing to point to when it comes to skills development and continuing education. How you answer these 4 questions speaks volumes about you as a professional:
Most of us have very little real understanding of how our behaviors impact others. We cruise through our days secure in our view of our importance and convinced that our presence lights up every room, enlightens our colleagues and brings joy and prosperity to our teams and organization. Just in case you happen to be the Office Overbearing Smarty Pants, here are 5 tips to help you reform your ways:
Part of the process of moving up or moving on involves a hefty amount of self-marketing, and it’s at this point where we attempt to share who we are and what we bring to the table that we often fall short. Here are 6 ideas to help you jump-start the process of creating an effective professional value proposition:
Some career opportunities are wrapped in gold leaf and hand-delivered on a silver-platter. Don’t let one of these precious invitations slip through your fingers. There are no guarantees you’ll remain on the invitee list.
