Here's a Fun-Fact from my Career Reinvent Boot Camp programs: 50% of participants would prefer to reinvent their careers (change what they do) without leaving your organization. Unfortunately, most of them end up leaving your firm. Here's why and here are some ideas you can rethink your approach to career development in your organization:
While many individuals deliberately keep their work personas and their personal personas separate, I checked, and each of us is one person. Yet, the faster you grow comfortable letting them see you as that whole person, the faster they’ll trust you. And yes, trust is the critical foundation for high performance.
It's always bothered me that building a healthy working environment isn't described in most managerial job descriptions. This is the most important work a manager can engage in to strengthen engagement and performance, yet working on the working environment is ignored in the daily rush for results. In this article, I offer ideas and approaches to help managers jump-start this critical work.
While I’ve not attended your business review session, I can tell you with confidence born of experience that most of these events are painful time, productivity, and morale killers. And, in this world where COVID has taught us that quarters are like centuries and the world shifts in hours and days, I increasingly find the ubiquitous quarterly business reviews anachronistic. It's time to change your team's operating approach.
OK, the topic of feedback isn't stand-up comedy funny. It's funny as in odd because there are so many contradictions surrounding it. Here are five practices to help managers bring feedback to life as the performance-enhancing tool it is capable of being:
Transparency is measurable. Accountability is binary. If transparency is low and accountability is turned off, expect to struggle.
If we're not involved in moon-shots or mars-shots but rather working for seemingly pedestrian causes or offerings, how do we manufacture that sense of purpose? It's easy, fall in deep love with the people we're ultimately helping with our work.
If you manage, lead, or are otherwise responsible for the work of others, the working environment is everything. Creating a healthy working environment is literally your only job. Get this right and the results take care of themselves.
What if we led as if lives and livelihoods depended on the outcome? There are some great lessons from the vaccine moon-shot described by Pfizer's CEO Albert Bourla in the latest issue of Harvard Business Review. It's time to put these lessons to work in all of our organizations.
Every few months, I run a three-hour boot camp on strengthening your skills as a receiver and a giver of feedback. Here are the top ten insights from the recent cohort group.