One of the new(er) managers' most significant mistakes is thinking and acting as if their role is mostly about showing they are super contributors. Skip the Do-as-I-Would style of managing and adopt these key behaviors:
Strengthening as a workplace communicator takes focus and deliberate effort. In a summer filled with multiple corporate workshop programs focused on Succeeding with Challenging Conversations, here are four big topics that energized the groups. Use the ideas in great communication health!
It turns out, a great number of us stress over giving feedback—particularly the constructive kind. Earlier in my career, this was me and it took a great mentor to help me solve this problem. I work with professionals of all types and at all levels to strengthen their skills with feedback. Here are three options to support your growth (two free, one a great value workshop).
A leader's compulsion to always be the smartest person in every room not only stifles creativity but also undermines the potential of a high-performance environment. Here are ideas to help tame this destructive syndrome.
In every healthy working environment, quality feedback flows in three directions: up, down, and sideways. Here are four steps for managers to take to bring the power of quality feedback to life on their teams.
No topic in my Manager Development Program generates more energy than performance feedback. Everyone knows feedback is essential. Almost everyone admits wanting help with strategies for the difficult (constructive) feedback discussions. Here's a program to help:
Feedback—both positive (appreciation) and improvement-oriented–is a vital part of your coaching toolkit. It's also one of the most troubling, vexing areas for managers because the improvement-oriented (aka constructive) feedback is simultaneously awkward, stressful, and potentially emotionally fraught for all parties. Here are ten ideas to help:
One of the frequent themes in my executive and emerging leader coaching sessions and programs is confusion over how to create and sustain an effective coaching dialog with team members. My goal with this series of articles is to help managers at all levels gain clarity on the types of discussions while guiding them on a regular cadence and rhythm for engaging in these discussions.
While many managers work hard to construct and deliver timely behavioral feedback, few spend time working on their feedback culture. As a result, performance feedback is transactional—given on a one-off basis, but it doesn't propel growth and learning across the entire group. Here are some tips to strengthen your team's feedback culture.
While we regularly focus on feedback as an individual performance tool, it's also a critical communication tool for driving improvement across groups and for processes and initiatives. Yet, this important, honest communication is in short supply in too many organizations.
