Developing new managers is hard work that all-too-often is skipped inside our organizations. Fortunately, for all of us, there’s a solution that’s within your control. It comes in the form of four different series of conversations essential for new manager success.
Multi-person feedback is a tricky issue. Don’t let it trip you up and then stress the people around you. Here are some tips for getting it right:
In this fast-moving, far-ranging conversation with communications expert, Dr. Nick Morgan, we uncover and share the verbal and non-verbal behaviors of great communicators.
It’s great to be busy, but excessive busyness comes from a flawed approach to your situation. Assert control over your priorities and time, and quit letting the lower priority items rent space in your mind. Here are 8 ideas to help:
Feedback is an important tool for managers to promote high performance and performance improvement. However, when the flow of feedback exceeds a person’s ability to process and act on it, the results include stress and disengagement. Here are ideas to help managers tailor their feedback volume and frequency to the needs and styles of their team members.
People do their best work when they have context for their labors. Here are three discussions managers should be having with their team members to promote performance and stimulate career growth.
Seeing situations through the eyes of others may be the most crucial skill you’re not working very hard on in your professional or personal lives. It turns out when you do this—when you truly actually strive to understand how others view situations—the world takes on a decidedly different complexion.
While there may be a variety of x-factors that contribute to the most successful teams (observation isn’t causation), how they communicate and ultimately collaborate is at least part of the equation for success.
Not all micromanagers are created equal. Some are a lot more vexing than others. If you’re unfortunate enough to fall under their purview for a while, instead of letting the frustration get to you, it pays to develop coping and navigation skills. Here are some ideas to help you finesse a difficult situation:
Not talking about the right issues at the right time closes off access to an unknown series of potentially game-changing outcomes. It’s like closing the door on your future as a firm and your career as a manager.
