There are a lot of skills you learn because you’re thrown into situations which require you to learn them…how to communicate effectively, work with people, manage priorities. And many companies have classes to teach them to you. But there is one skill I am proud to say I taught myself which has helped me like no other. It’s boring. Some would say tedious. But it has served me well.
Someone asked me a question about my post about helping everyone…..what if you have a duck who thinks it can be an eagle? What’s the best way to hand that situation without demotivating them?
I know, it sounds overly dramatic. But this was one of the key lessons I learned from a very senior person early in my career. This is what he explained to me: Continue reading
You know when things aren’t working but you can’t figure out why? Here are the signs which give me the “uh-on” moments:
The team avoids spending time together and minimizes contact. Silence despite disagreement. Disengagement in meeting. Closed door conversations that turn into venting sessions about someone. People playing politics.
I got a question as to how to handle the following situation: you will now start managing a former peer that you haven’t been impressed with. Managing difficult people is the hardest job there is, bar none. As a manager, you want to be respected, effective, and liked. But sometimes you get a person who is either 1) threatened by you, 2) wanting to sabotage you, or 3) just plain doesn’t like you. What to do?
Lots of articles criticizing United CEO Munoz used the term “tone-deaf” describing his email to employees about the United/Dr. Dao incident. Here’s what I find most interesting: Continue reading
It’s been interesting reading about the Wells Fargo situation…which made me think about my lesson learned: Be maniacal about doing the right thing. So obvious right? But clearly, very smart, very dedicated people still take a wrong turn. How does it happen? My observations…. Continue reading
One of the problem “frames” I often use is defining the what versus the how. The “what” is usually the tricky part: it involves requirements, defining the end point, the outcome. People are much more comfortable in the “how”…because it’s reassuring and easier to just do things. But it can lead to activity, not results.
This is a great article from Inc. about how the CEO of Microsoft, Satya Nadella dealt with a very public fail by his company. An excerpt of the email which was shared in a profile piece was “Keep pushing, and know that I am with you … (The) key is to keep learning and improving.” The article also says ” Nadella says he also urged staffers to take the criticism in the right spirit while exercising “deep empathy for anyone hurt by Tay.” Continue reading
I don’t mean the title to sound snobby, but so much of what you hear is about mentors and sponsors…who typically are more senior than you. I find there is tremendous value in those people who are lower in the organization who are high performers, tell you the truth, and can be trusted to have a conversation. (Here’s my litmus test: would I hire them if I left the organization? If the answer is yes, they are probably someone I trust).
Often my conversations with more junior people tend to be about the questions they want to ask: about career, awkward situations, difficult people. What I have found to be interesting is their perspective on how things are going: what’s working, what needs improvement. “If there was one thing they could change, what would it be?” is the question I often ask if they seem reticent.
It’s easy as you get more senior to lose touch with organization: the higher you are, the more people want to please you by telling you what they think you want to hear. It’s important to have those people in the organization who you trust to give you their perspective. Chances are, it’s closer to reality.