Dear managers,
When framing employee performance issue, ask yourself, is this a:
1. skill problem? (lack of expertise)
2. hill problem? (difficult task)
3. will problem? (attitude, not aptitude)
When framing employee performance issue, ask yourself, is this a:
1. skill problem? (lack of expertise)
2. hill problem? (difficult task)
3. will problem? (attitude, not aptitude)
Dear managers,
Your job is not to make people work harder.
Your responsibility to help your team achieve their goals, let them know that their work matters, and then recognize and reward those who consistently help the team deliver timely, high quality and positive outcomes.
Your job is not to make people work harder.
Your responsibility to help your team achieve their goals, let them know that their work matters, and then recognize and reward those who consistently help the team deliver timely, high quality and positive outcomes.
Why employees leave companies:
1 direct manager
2 no career growth
3 lack of customer focus
4 non-competitive compensation
5 no employee training
6 no commitment to equality
7 no apppreciation or recognition
8 no mentor or sponsor
9 culture of blame
10 no safe space to innovate
1 direct manager
2 no career growth
3 lack of customer focus
4 non-competitive compensation
5 no employee training
6 no commitment to equality
7 no apppreciation or recognition
8 no mentor or sponsor
9 culture of blame
10 no safe space to innovate
Weak manager Strong manager
—————— ——————
Controlling Collaborative
On the sideline Player coach
Self-centered Humble, giving
Big opinions Lifelong student
Company first Customer first
No feedback Mentor
Demanding Developing
—————— ——————
Controlling Collaborative
On the sideline Player coach
Self-centered Humble, giving
Big opinions Lifelong student
Company first Customer first
No feedback Mentor
Demanding Developing
Advice to new managers:
1 earn trust by giving it
2 hire for EQ, train for IQ
3 eat lunch with your team
4 tell people their work matters
5 be a player-coach
6 feedback in private, praise in public
7 in victory, lead from back
8 in crisis, lead from front
9 communicate intent
1 earn trust by giving it
2 hire for EQ, train for IQ
3 eat lunch with your team
4 tell people their work matters
5 be a player-coach
6 feedback in private, praise in public
7 in victory, lead from back
8 in crisis, lead from front
9 communicate intent
Dear managers,
This is perhaps the most important business equation for you to manage.
Your job is to minimIze wasted energy.
This is perhaps the most important business equation for you to manage.
Your job is to minimIze wasted energy.
Language of successful managers:
1 how can I help?
2 what do you think?
3 your work matters
4 I trust you and our team
5 I appreciate your commitment
6 thank you for working hard
7 I was wrong, I am sorry
8 your career path is my priority
9 do you have the tools to succeed?
1 how can I help?
2 what do you think?
3 your work matters
4 I trust you and our team
5 I appreciate your commitment
6 thank you for working hard
7 I was wrong, I am sorry
8 your career path is my priority
9 do you have the tools to succeed?
The most important lesson for new managers is this: it is an honor and a privilege for you to manage others. You work for your teammates, not the other way.
You are there to remove obstacles. You are there to career path. You are there to coach and sponsor. You serve them.
You are there to remove obstacles. You are there to career path. You are there to coach and sponsor. You serve them.
be this manager
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