It's easy to swallow the dogma that has emerged around the "Cult of Speed" in our management thinking and teaching. Yet, the pursuit of speed in poorly designed systems exposes weaknesses and often precipitates project, strategy, and even organizational failure. Said simply, raw speed kills. Sometimes you have to tap the brakes and slow down to ultimately move faster.
There's a reason I devote on average one-day per working week to supporting the development of new managers in my practice. It's important. And while I spend a good deal of time highlighting the challenges of the role, there are at least six big reasons why you might love this role.
If you are either considering the move from contributor to a manager or you are responsible for developing new managers on your team, here are four actions you can take to improve your odds of success.
We create programs to help people achieve things they never thought possible in their careers. From first-time managers to senior executives, career reinventors, people navigating challenging conversations, or individuals working to level up, we strive to bring this purpose to life in everything we do.
Here are ten lessons that emerged from the great dialog in my two recent Feedback Boot Camp workshops.
If you are thinking of making the move to managing (or, if you have a team member considering this move), What You Need to Know Before Day One as a New Manager is a must-attend!
Here's what happens when my long-standing fear of the "conversations never spoken" in the workplace collides with a fresh viewing of Charles Dickens' classic A Christmas Carol. With my sincere apologies to Charles Dickens, enjoy this fun piece with a point. –Art
While I support your team members' development through workshop programs and one-on-one coaching, my primary job is listening. Without violating our sacred commitment to confidentiality, here are some of the big themes I heard this year that might just help you manage more effectively.
In Part 3 of this series, the emphasis is on managing the discussions successfully with empathy and clarity. It turns out when the feedback discussion goes off the rails, as happens all too often, it's because empathy and clarity were nowhere to be found.
We all can benefit from the right type of specific, behavioral, task, or situational-focused feedback. Unfortunately, our natural fear of either giving or receiving feedback often gets in the way of harnessing value from this input.