Three good suggestions to start your day with a “clear mind.” I particularly endorse the second tip: to wake up earlier, and to allocate that time to yourself. Easier said than done, but if you couple this with going to bed earlier, you increase the odds of success. Give it a try and enjoy investing those early morning minutes on yourself!
This article is a good reminder of the strong leadership required to proactively create the desired cultural behaviors for your company or team. To me it boils down to holding everyone accountable, from the most to the least senior person in an organization or team. The fact that it may take time and energy to change “the way we’ve always done business here” should not be an excuse for not defining and enforcing the desired culture.
Any experiences on this topic you would like to share?
Provocative title…. Although a lot has been written about the qualities needed to be a good leader, I think the one trait that might still have plenty of room for improvement is treating people like human beings, not human doings…. Check out the other four qualities in the attached article.
Beyond the obvious importance of having the right technical skills for the type of job and industry, the attached list of 10 items outlines a set of soft skills to watch out for.
I want to highlight conflict management. I already see this as an opportunity in the interaction within the teams I work with. We are wired differently on our conflict management preferences: some like to debate until reaching full consensus, others participate on and off, and still others prefer to stay quiet. I find it important to recognize the different styles within the team, ensure full participation and manage the debates appropriately.
Seven good suggestions in this article to close the day in a way that prepares you for the next day.
I practice a variation of their first suggestion: to plan for your next day priorities. I finish my work day identifying my top 3 priorities for the next day, and then I make sure they are reflected in my calendar.
Any good practice you want to share?
In my close to three decades as a corporate executive, I learned that, no matter the reason for letting go an employee, one should be direct AND human. This article touches on both, especially the latter.
Is there an opportunity in your organization to improve the performance review process? Even if you don’t overhaul the entire process, you may still find qualitative improvements within your reach. For example, instead of focusing on “what happened”, you can look for “why” it happened and “what can be done differently in the future”.
Good advice on how to manage tough conversations such as laying off an employee. In particular, I endorse the idea of both being direct and human during this process.
I want to complement the author’s suggestions with a good practice I learned in my early days as a people manager: Set up a 90-day probation plan with the employee. Let them know that:
- Their performance is below expectations,
- You agree with them on the specific performance indicators needed to remain on this job, and
- You will discuss their progress every 30 days.
I have to admit I didn’t always follow this good practice, which led to some difficult discussions.
Any good (or not so good) experiences you would like to share?
Short but effective tip offered in the attached article: Find the root cause behind the negative behaviors of an employee before trying to help them. Don’t stereotype or look for a one-size-fits-all fix.
Three good suggestions on how to get to know yourself better. I want to add a fourth one: Seek feedback. In my coaching engagements, one of the most appreciated elements of the process is to receive what is called “360 feedback”. Asking the manager, peers and direct reports of the executive for their strengths and development opportunities usually brings two major benefits: realizing how others value the executive’s many strengths, and uncovering blind spots. What has been your experience with 360 feedback?