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.
The work of developing new managers and setting them up to emerge as our future leaders is mission critical. I've devoted much of my career to this good work and am excited to launch First-Time Managers Academy—a new approach for this important cause.
When evaluating individuals for advancement into management roles, I prioritize character over knowledge, skills, and abilities. The latter are developed with coaching and training, however, by the time they get to you, it's too late to teach character.
In construction, a strong foundation is fundamental to creating a solid, resilient structure. The same applies when it comes to developing new managers. In this article, I share guidance and a framework to help with the development of strong, resilient new managers on your team.
The transition to manager from individual contributor is one of the more difficult in all of organizational life. Here are 9 tips to help smooth out this transition a bit and get you started heading in the right direction with your team and boss.
We write and talk about the challenges, trials, and pitfalls of those getting started in management. What we don't do enough of is offer some perspective on the potential for the role of manager to evolve into a rewarding career. Here's my attempt to balance the scales a bit with at least six ideas why you will love managing. While it's not all unicorns and rainbows, there are some truly rewarding aspects to this role.
New manager development in many organizations is ad hoc at best and non-existent at worst. And while short-term pressures often drive sudden decisions to move people into first-time manager roles, the potential for misfiring is high. For managers responsible for identifying and developing new managers, effort expended ahead of time in assessing the individual's fit for the role pays dividends for all parties. Of course, this takes some time and effort ahead of the need. As my old boss would say, "You have to put your back into it."
There are few activities in your management career that offer the high return-on-time-invested (ROTI) than actively engaging and supporting your newly promoted first-time managers. Here are four essential activities to help guide your efforts
One of the root causes of communication failure in the workplace is our inability to listen effectively. We're typically distracted by our own thoughts, striving to multi-task, or, we annoyingly step all over the messages of others. However, we can improve our listening skills, and in the process, solve more problems and build performance. This article offers nine ideas to help strengthen your listening muscle.
Regardless of your best planning, careful observation, and deft delivery sometimes feedback discussions blow up in your face. Here are three common reactions and how to steer the feedback discussion back on track if you encounter them.