We sometimes hear about “living up to expectations”, but it’s time to recognize that it’s impossible to do such a thing without a few prerequisite conditions. We would be better off insisting that people practice communication instead of expectation.
It’s time to stop the “leaders are special people” conversation and pay attention to what is actually happening throughout the hierarchy of organizations. Putting a halo on the people at the very top, or on people of certain “types” or “styles” is not useful. Management is necessary and valuable, and managers are worth hearing, honoring and supporting.
There is some connection between the world of our feelings and thoughts and the world of our actions and communications, but we don’t know much about what it is. Still, if you practice acting and communicating, and listen openly others, you can discover “how you come across”.
Completing all aspects of a workplace problem or upset, especially when it involves several people or workplace activity, can be immediately important. Forgiveness can save the day, but not without closing out the original trigger for the issue. Fix it, then forgive it.
We often overestimate our own ability to put up with unspoken thoughts and underestimate the ability of others to deal with them. Fortunately, a new book hits the nail on the head about giving people “feedback”.
A compliment is always nice to receive. No matter what world it comes from.
Feedback comes in different flavors – appreciation is one of them. But all feedback, if it is respectful and useful, can be valuable.
Managers see their world of work in a very different way than staff members do. What does this tell us about how to improve Manager-Staff communication? The performance review is a good tool that can support a more effective Staff-Manager relationship.
What makes a good worker? Here is a collection of criteria from seven different types of organization, where Supervisors – not Managers – defined four levels of employees.
Don’t look for accountability in a person. Create the structures and agreements that support a shared understanding of Who is responsible for producing What results and When those results are due. Then establish regular meetings to update the status of those agreements and modify them as needed.
Awarded "Best Management Book" by 800-CEO-READ.
Rated #5 "Best Business Book" by The Toronto Globe and Mail.