When employees come to speak with you, do you put everything down, turn off your phone, and feel truly eager to hear their thoughts? Few managers actually do this on a daily basis, and as a result, they are like air traffic controllers without radar. Listening is an active quest to understand the knowledge, concerns, insights and ideas your employees bring to the table, and you need this information to do your job well.
Tag Archives: managing people
In your organization, how much employee input does management get before deciding a course of action? Not much? You might want to rethink that.
Often, managers who are good at Relating (asking, listening, coaching, including, and encouraging) shy away from Requiring activities (insisting on excellence, confronting poor or marginal performers, or just telling an employee what is expected or needed). Your job as a manager is to help employees achieve business goals and do outstanding work. To direct their efforts and help them deliver their best work, you need to be equally adept at Relating and Requiring skills. Are you?
“A ‘squeaky wheel’ isn’t the highest priority project. It’s the loudest or most noticed. In many organizations, it gets the grease, while projects with greatest potential to bring about business results get delayed or set aside.” This quote, from the book Everything’s A Project, is playing like a mantra in my thoughts. We focus on squeaky wheels because they are irritating, not because they are important. We want the irritation to go away. But oil isn’t the answer.
As a manager, you are responsible for a wide range of activities. Recruiting. Establishing a positive work environment in your group. Setting expectations. Managing performance. Making decisions. Coaching. Dealing with poor or marginal performers. Each of these responsibilities requires a unique blend of Relating and Requiring skills. Are you using the right combination, in each situation, to get great business results and foster strong relationships?
Many authors have written about people management, project management or corporate culture as separate topics. But a new book by Ben Snyder ties together all three subjects and paints a clear picture of how they interact to nurture (or damage) employee engagement and organizational performance. Read this review, find the book and set fire to the status quo.
One of your employees has a career-limiting habit. As a manager, your job is to hold up a mirror to create awareness of the behavior and its consequences—and to help your employee through the change process. Here’s a conversation framework to improve your chances of securing the desired new behavior.
Is there ever a good reason for letting poor performance drag on? This post lists 13 excuses managers sometimes lean on to postpone or offload the responsibility for confronting bad behavior. Are these 13 reasons valid—or simply adult versions of “the dog ate my homework”?
Your personal beliefs can enhance or limit your effectiveness as a manager. These beliefs influence the way you communicate with others, make decisions, handle conflicts and much more. Here are 16 beliefs that can help you manage people optimally. What others would you add to this list?
This post shares the story of Robert, a manager who let a performance problem slide for too long. What are the best onboarding and performance management practices you have seen that give managers the incentive and support they need to confront damaging behavior in a timely manner?