Before launching yourself on a course of action, consider who might be affected by this particular decision. On whose toes might you be treading? Who might feel undermined or undervalued?
Remember that the stage manager is at the centre of all communication, so you need to keep all parties on side and avoid alienating them.
Posted on 18 February 2012 @ 9:14 am
Faced with an obstacle, you have two choices:
- Respond in a way that presumes someone else is responsible for the way you feel; don't do anything…
- Respond in a way that presumes YOU are responsible for the way you feel; deal with it…
Posted on 2 April 2014 @ 11:57 am
Forget what you learned in those management books. There's really only one way to ensure that everyone on your team excels. Management books have it all wrong. They all try to tell you how to manage "people". It's impossible to manage "people"; it's only possible to manage individuals. And because individuals differ from one another, what works with one individual may not work with somebody else.
Some individuals thrive on public praise; others feel uncomfortable when singled out. Some individuals are all about the money; others thrive on challenging assignments. Some individuals need mentoring; others find advice to be grating.
The trick is to manage individuals the way that THEY want to be managed, rather than the way that you'd prefer to be managed. The only way to do this is to ASK.
In your first (or next) meeting with each direct report ask:
- How do you prefer to be managed?
- What can I do to help you excel?
- What types of management annoy you?
Listen (really listen) to the response and then, as far as you are able, adapt your coaching, motivation, compensation, and so forth to match that individual's needs.
BTW, a savvy employee won't wait for you to ask; he or she will tell you outright what works. When this happens, you're crazy not to take that employee's advice! Unfortunately, most individuals aren't that bold, which is why it's up to you to find out how to get the best out of them.
And you'll never get that out of a management book. There is no one-size-fits-all in a world where everyone is unique.
FROM INC.COM ON THE 24TH OCTOBER 2012
Posted on 2 April 2014 @ 11:56 am
AN OBITUARY PRINTED IN THE LONDON TIMES - INTERESTING AND SADLY RATHER TRUE
Today we mourn the passing of a beloved old friend, Common Sense, who had been with us for many years.
Posted on 1 April 2014 @ 8:41 pm
More and more people are feeling tired and lonely at work. No manager should want their team members to be disconnected and disengaged. You can help counter these feelings by encouraging your team to forge bonds with their colleagues. Tell them how important it is to have a developmental network — a small group of […]
When you’re broaching a tricky topic with a colleague, your first few sentences can make or break the discussion. It’s normal to be defensive, and even to put blame on the other person, but implying that your counterpart is wrong will make the tough conversation even worse. Set yourself up for success by establishing common […]
If you’ve ever hesitated to offer critical feedback to a colleague, you’re not alone. Even when we perceive a problem, we often stay silent to avoid being seen as an interfering know-it-all. You can get over this discomfort by setting up “speed dating” feedback sessions with your coworkers. Meet one-on-one with a teammate for 20–30 […]