leadership management techniques
Creating a roadmap can be a challenging task. I can't really say I am an expert on the matter, but have done it a couple of times. The most recent one, I put together a workshop that got fairly positive feedback and so I'm sharing it for the benefit of anyone interested.
This post was originally intended as a compilation of suggestions to promote a “one remote, all remote” approach to meetings. That is, instead of using room equipment that can make the experience less than ideal for remote attendees, if one person joins remotely, everyone does.
During COVID-19 lockdown, I've confirmed with my team that all of these apply to a full remote setup as well.
Also, as we start going back to “normality”, some people will return to the office from day one, while others will stay home for a bit longer. As a result, hybrid team configurations, like the one this post was originally intended to address, will be very common for a while. Now more than ever, these tips might be relevant to you too.
Have you ever struggled evaluating the performance of your direct reports? Or have you been surprised in your performance evaluation meeting with your manager? In this post I'll explain a different approach and will give you some tips and guidelines to implement it yourself.
Following up from the last article about managing low performers, this time I will talk about the other side of the coin, high performers. But first, we need to understand what they are.
It's annual performance review time, and even though for most people this is a smooth and straightforward process, from time to time managers need to deal with some not so pleasant situations. Managing low performers is all but straightforward, so keep reading for some tips on how to deal with it and start the year off on the right foot.
At work, great communicators have an advantage. They know how to have great conversations. Personality helps, but this is a skill that anyone can learn. Here I explore a few tips to improve your conversational skills.
A job pays the bills. But if that is all it means to you, it will be hard to feel inspired. It is not unreasonable to expect a job to excite you and provide you with a higher sense of purpose.
Purpose is feeling that your time is being well spent and your work is adding value to something that matters. For some people it is easier to feel purpose, and also some vocations are simply more likely to help you feel purpose e.g. teachers and healthcare professionals are frequently included in this category.
But most people are not wired to feel purpose that easily and most jobs are not clearly fulfilling in that sense. You, as a manager, have to effectively lead those people. What can you do?
Even people that work in great high-performing teams can sometimes experience excessive stress and burnout. Burnout is about mental and physical exhaustion, caused by excessive and prolonged stress. It occurs when you feel overwhelmed, emotionally drained, and unable to meet constant demands.
As you look at your team, check whether you have seen any of these signs.
As a manager I like to follow what I call “my 7 management principles” when I work with my team. Sometimes we find ourselves overwhelmed and under pressure. Having a set of clear principles that are easy to remember can help us, managers, get back on track quickly. Mine are based on my own experience and have helped me in the past in numerous occasions.
The 7 principles are the following.