Bringing Our Work to Life

It has often been stated work is for work and if you want to interject something that is happening in your life, do that after work or during lunch, but work is for working.

While we see four generations trying to mix cultures in the workplace plus more telecommuting, virtual teaming, technology, and flex time, we are seeing a shift and the process may not be going smoothly in many cases. I’m not a fan of stereotypes but generally older employees are more resistant to change while the younger employees adapt quicker. The pandemic has forever shifted what work means to a large percentage of us. Some (many/most) companies may never return to the traditional Monday to Friday 8:30am to 5pm at your desk like a worker bee environment ever again.

Smile for the Camera

If you're like me, and millions of others, you spend your day working from home or on Zoom calls. This poses a unique challenge. I don't know about you, but I hate being on camera, so having meetings on TV makes me nervous and self-conscious.

But what is good culture? What does it mean to create a space people from all walks of life and demographics will enjoy and flourish? We know foosball tables and fancy coffee in the lunchroom isn't the answer. But blending generations, mixing perspectives, and allowing life to permeate your company will make it personal. 

How are you?

Through the last two years, we've all heard people say they can't wait until things get back to normal. This is now normal. Virtual teams, employees working from home, remote collaboration, and culture requires much more flexibility. 

The "new normal" featuring work environments with employees working remotely makes culture harder to define. But if we allow each other to bring some of our life to work on those calls and Zooms, we might see more of our work come to life.

It's worth a shot

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Company Culture | Seven Step Program

As much as it’s cool to have exposed brick, a foosball table, catered meals, and lattes at 3pm, those won’t ensure your company has engaged employees who will do passionate work. Culture is much deeper. It’s a feeling and an instinct that can’t be forced or faked. And it requires daily upkeep from everyone.

Here are seven considerations to make your company a great place to work;

Give – No matter the survey, compensation always makes it into one of the top reasons people stay or leave a company. But if money is the number one concern of employees, you have a serious issue. Pay people properly.

Define – What makes people want to bring their best every day and feel appreciated? If you can’t explain it in a sentence or two, dig deeper.

Value – What does your company stand for and what won’t it do? Two significant questions that seem easy enough to answer yet most struggle with them. We want to be a part of something that aligns with our values.

Open – Not all decisions can be made by committee. In fact most people want leadership to guide the way, but keep communication open enough for people to feel you genuinely want their input and ideas.

Stretch – Departments are created for a reason. Sales focuses on revenue while product design improves the offering. But don’t box people in so they can’t offer input to areas where they might not be subject matter experts.

Lead – From small companies with a handful of employees to the Fortune 50, the relationship people have with their direct report and the people closest to them in their day-to-day work experience, will be the single biggest reason they stay or leave. Model the behavior you want from others.

Together – Teamwork and collaboration are a core elements to great culture. We want to belong and contribute so afford everyone the chance to do both.

Like trust, respect is earned not mandated by an org chart. So if you want great company culture, create an atmosphere of authentic respect and trust.

Then watch what happens.
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The Human Company

It’s been said for generations that bringing your life to work is frowned upon. It has often been stated work is for work and if you want to interject something that is happening in your life, do that after work or during lunch, but work is for working.

While we see four generations trying to mix cultures in the workplace plus more telecommuting, virtual teaming, technology, and flex time, we are seeing a shift and the process may not be going smoothly in many cases. I’m not a fan of stereotypes but generally older employees are more resistant to change while the younger employees adapt quicker.

This isn't to suggest comfy lounge chairs and basketball nets in the boardroom will create a collaborative culture but blending generations, mixing perspectives, and allowing life to permeate your company will make it personal and that’s a good thing.

Your team will reciprocate.
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The Importance of People

I once worked for a "boss" who felt compelled to remind people his title and raised his voice every time he didn't get his way like a five year old who can't have ice cream. Perhaps you've met this guy.

A lot is said about the power of human connection but we need to mean it and dig deep on it and live it and embrace it for real. No stakeholder will believe a well-crafted mission statement that says people are important if it’s not proven through action. You can’t pretend to care simply to get someone to do their job. Yelling guy did't care about us.

The human network

If you have kids, you have experienced a time when they defied you, acted up against your direction or disobeyed you. Discipline can be a justified response but what is the real issue going on? In the enterprise, if an employee has a temper tantrum, they are often reprimanded and sometimes dismissed. It’s not tolerated. But why is it endured when "the boss" flips out?

Your team does not want a boss. They don’t want to fear you. They don’t want to walk on egg shells around you. They need you to lead and help them grow. People will mess up, because they are people just like you. Your team will make mistakes, just like you. Your company will have challenges, just like you.Your job title might be on the org chart and your email signature.

If you feel compelled to remind your team, you've lost the room.
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Collaborative Culture

As much as it’s funky to have exposed brick, a foosball table in the lunch room, and lattes at 3pm, those won’t ensure your company has engaged employees who will do passionate work. Culture is much deeper. It’s a feeling and an instinct that can’t be forced or faked. And it takes work to upkeep. Every day. From everyone.

Here are seven areas to consider in making your company a great place to work.

Give – No matter the survey, compensation always makes it into one of the top reasons people stay or leave a company. But if money is the number one concern of employees, you have a serious issue. Pay people properly.

Define – What makes people want to bring their best every day and feel appreciated? If you can’t explain it in a sentence or two, dig deeper.

Value – What does your company stand for and what won’t it do? Two significant questions that seem easy enough to answer yet most struggle with them. We want to be a part of something that aligns with our values.

Open – Not all decisions can be made by committee. In fact most people want leadership to guide the way, but keep communication open enough for people to feel you genuinely want their input and ideas.

Stretch – Departments are created for a reason. Sales focuses on revenue while product design improves the offering. But don’t box people in so they can’t offer input to areas where they might not be subject matter experts. Some of the best ideas may come from the most unexpected places.

Lead – From small companies with a handful of employees to the Fortune 50, the relationship people have with their direct report and the people closest to them in their day-to-day work experience, will be the single biggest reason they stay or leave. Model the behavior you want from others.

Together – Teamwork and collaboration are a core elements to great culture. We want to belong and contribute so afford everyone the chance to do both.

Like trust, respect is earned not mandated by an org chart. So if you want great company culture, create an atmosphere of respect and trust and watch what happens.

Or work on your foosball skills
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People Are Human Too

Leadership is the small things wrapped up in the big things. Leaders often manage the chaos so new ideas can be allowed to grow even when they may not seem like good ones at first. And thanking employees for their ideas and work is critical.

Employees get paid, they show up every day, they have bills to pay. If that’s all that’s going on, then you’re managing a transaction. If you can engage and encourage, you build a company. If you embrace the fact employees have lives too but want to bring their lives to work so they can bring their work to life, you create the seeds of a collaborative culture.

More Than a Paycheck

We work a lot throughout our lifetime and many companies are now expecting you to answer email on your smartphone on Sunday afternoons, in the evenings, give up family time, and sacrifice your space to give more to them. Balance isn’t just a handy word to use, it’s important to put into practice. And it begins when leaders consistently recognize employees' efforts with action.

You may think this is only possible in larger companies or specific sectors. Well, I’ve been fortunate to work with Fortune 50 organizations, large companies, medium to small businesses, and start-ups in a myriad industries. It can work in all of them.

Say thank you often.
__________________________________________________________________

Great Culture in Seven Steps

As much as it’s funky to have exposed brick, a foosball table in the lunch room, and lattes at 3pm, those won’t ensure your company has engaged employees who will do passionate work. Culture is much deeper. It’s a feeling and an instinct that can’t be forced or faked. And it takes work to upkeep. Every day. From everyone.

Here are seven areas to consider to make your company a great place to work.

Give – No matter the survey, compensation always makes it into one of the top reasons people stay or leave a company. But if money is the number one concern of employees, you have a serious issue. Pay people properly.

Define – What makes people want to bring their best every day and feel appreciated? If you can’t explain it in a sentence or two, dig deeper.

Value – What does your company stand for and what won’t it do? Two significant questions that seem easy enough to answer yet most struggle with them. We want to be a part of something that aligns with our values.

Open – Not all decisions can be made by committee. In fact most people want leadership to guide the way, but keep communication open enough for people to feel you genuinely want their input and ideas.

Stretch – Departments are created for a reason. Sales focuses on revenue while product design improves the offering. But don’t box people in so they can’t offer input to areas where they might not be subject matter experts. Some of the best ideas may come from the most unexpected places.

Lead – From small companies with a handful of employees to the Fortune 50, the relationship people have with their direct report and the people closest to them in their day-to-day work experience, will be the single biggest reason they stay or leave. Model the behavior you want from others.

Together – Teamwork and collaboration are a core elements to great culture. We want to belong and contribute so afford everyone the chance to do both.

Like trust, respect is earned not mandated by an org chart. So if you want great company culture, create an atmosphere of respect and trust and watch what happens.

Or you could order the latte machine and hope for the best. 
__________________________________________________________________

Bossy Bosserton

As our days are filled by commiserating about that stuff that may be missing from our work, we must look at the top. If you work long enough, you will eventually be given more responsibility and perhaps other people who will look to you for direction.

I once worked for a "boss" who felt compelled to raise his voice in every meeting like the alpha male pounding his chest to remind the minions who’s in charge. He also had skin thinner than phyllo pastry, so you didn't dare challenge him or he would get offended or upset or throw a tantrum. Perhaps you've met that guy.

Organizational attrition is rarely documented if one or two people leave every couple of months but over the course of a decade, how much of your team has been replaced? Do you think it could be linked to weak leadership?

The human network is more vital than ever before. Your team does not want to fear you. They don’t want to walk on egg shells around you. They don’t want to hate their jobs. They want to respect you.

Help your team; they don't want a boss.
__________________________________________________________________

Human Business

It’s been said for generations that bringing your life to work is frowned upon. It has often been stated work is for work and if you want to interject something that is happening in your life, do that after work or during lunch, but work is for working.

While we see four generations trying to mix cultures in the workplace plus more telecommuting, virtual teaming, technology, and flex time, we are seeing a shift and the process may not be going smoothly in many cases. I’m not a fan of stereotypes but generally older employees are more resistant to change while the younger employees adapt quicker.

This isn't to suggest comfy lounge chairs and basketball nets in the boardroom will create a collaborative culture but blending generations, mixing perspectives, and allowing life to permeate your company will make it personal and that’s a good thing.

Make your organization human and your team will reciprocate.
__________________________________________________________________

Do As You're Told!

I once worked for a "boss" who felt compelled to remind people his title and raised his voice every time he didn't get his way like a five year old who can't have ice cream. Perhaps you've met this guy.

A lot is written and said about the power of human connection but we need to mean it and dig deep on it and live it and embrace it for real. No stakeholder will believe a well-crafted mission statement that says people are important if it’s not proven through action. You can’t pretend to care simply to get someone to do their job. Yelling guy did't care about us.

The human network is more vital than ever before. 

If you have kids, you have experienced a time when they defied you, acted up against your direction or disobeyed you. Discipline can be a justified response but what is the real issue going on? In the enterprise, if an employee has a temper tantrum, they are often reprimanded and sometimes dismissed. It’s not tolerated. But why is it endured when "the boss" flips out?

Your team does not want a boss. They don’t want to fear you. They don’t want to walk on egg shells around you. They need you to lead and help them grow. People will mess up, because they are people just like you. Your team will make mistakes, just like you. Your company will have challenges, just like you.

Your job title might be on the org chart and your email signature but if you feel compelled to remind your team what it is,,,

You've lost the room.
__________________________________________________________________

Take it Personally

It’s been said for generations that bringing your life to work is frowned upon. It was clearly stated that work is for work and if you want to interject something that is happening in your life, do that after work or during lunch or the small talk portion of meetings, but work is for working. And if you had a problem with your kids, finances, parents, spouse, or another ‘life’ issue, those were to be left at the door as well.

But can anyone expect employees to spend a third of their life in robot mode? Well some do, which is short sighted. Igniting passions and embracing differences can garner remarkable results.

Doing Human Work

While we see four generations trying to mix cultures in the workplace plus more telecommuting, virtual teaming, technology, and flex time, we are seeing a shift and the process may not be going smoothly in many cases.

I’m not a fan of stereotypes but generally the older employees are more resistant to change while the younger employees adapt quicker. Yes, there are exceptions, but working all the time isn't healthy at any age.

Collaborate Openly

Fast Company published a short piece back in 2005 entitled Making Business Personal where they made the case of balancing time between life and work priorities which states; “Take more of these opportunities to make business more personal, and please don't think your professional contacts will think less of you. In fact, usually the opposite happens. In most cases, this blurring of personal and professional lives seems to be good for business and good for our families, our friends, and ourselves.”

Foosball tables and catered lunches don't create a collaborative culture but blending generations, mixing perspectives, and allowing life to permeate your company will make it personal and that’s a good thing.

Make your business personal and your team will reciprocate.
__________________________________________________________________

Do You Thank Them?

Leadership is the small things wrapped up in the big things. Leaders often manage the chaos so new ideas can be allowed to grow even when they may not seem like good ones at first. And thanking employees for their ideas and work is critical.

Employees get paid, they show up every day, they have bills to pay. If that’s all that’s going on, then you’re managing a transaction. If you can engage and encourage, you build a company. If you embrace the fact employees have lives too but want to bring their lives to work so they can bring their work to life, you create the seeds of a collaborative culture.

More Than a Paycheck

We work a lot throughout our lifetime and many companies are now expecting you to answer email on your smartphone on Sunday afternoons, in the evenings, give up family time, and sacrifice your space to give more to them. Balance isn’t just a handy word to use, it’s important to put into practice. And it begins when leaders consistently recognize employees' efforts with action.

You may think this is only possible in larger companies or specific sectors. Well, I’ve been fortunate to work with Fortune 50 organizations, large companies, medium to small businesses, and start-ups in a myriad industries. It can work in all of them.

So say thank-you; show them you appreciate their work; and let them have a life.
__________________________________________________________________
Kneale Mann | People + Priority = Profit

Is No The Appropriate Response?

As a leader, how often do you race to the “no” before looking closer at the situation? Conversely, how often do you say “yes” by rote? I often ask business and community leaders what their organizations do and stand for, then dig deeper to find what they won’t stand for which garners some interesting responses.

For example; Will you do anything for revenue? Would you risk your company’s reputation by lying to a customer? Could you sleep soundly at night knowing your products harm people?

Closer to a Yes?

If you’re in sales, you know the infinite pain of a prospect who won’t get past maybe. Some may think maybe is closer to yes but it’s actually closer to avoidance which dies a painful death on its way to no. Often they don’t know how to say no so they hope it just goes away. Often a fast no is far better than a long maybe.

No could be suitable if it comprises your business principles while it might be premature if you encourage new and fresh ideas from your team. Sometimes no is easier than explaining why. Sometimes no can be an appropriate response and is a complete sentence, but are we using it properly?

That’s the real question.
__________________________________________________________________
Kneale Mann | People + Priority = Profit

Accepted Behavior

8:13 Tuesday morning

Glen is late again for the weekly sales meeting. It’s the third week in a row. He says there’s a lot going on in the morning with day care and school buses and making lunches for the kids and traffic. So the sales manager surveys the team and discovers four other members are dealing with similar issues. She carefully asks the entire team – so to not hinder those who don’t have kids – whether it would help if the meeting was moved to 8:30. Everyone agrees.

8:42 Tuesday morning – four weeks later

Glen is late for the third time. What would you do as sales manager? Most fall into two categories – yell at Glen or ignore it and hope it goes away. Neither is wise. People have kids, families, life outside of work as they should, but the sales meeting is 8:30 Tuesday mornings – moved because Glen couldn't make it for the original 8am time – and if everyone else can make it, so can Glen. There will always be exceptions, but the sales manager and Glen should deal with it and not inconvenience the team again. Or Glen may need to have his future freed up to find somewhere else to meet.

I was speaking with a colleague this week about deadlines. She says a member of her team is habitually late on projects. I asked for clarification whether it was every deadline and she said yes. Every time her colleague is given a target, she misses it.

Several Options

First, you could fire her, which is a bit rash. Second, you could create fake deadlines that are ahead of the real ones so the rest of the team isn't negatively affected by the person who is always late, which is a bit ridiculous. Third, talk to her and tell her if she is late again, refer to the first option. Or fourth, dig deeper on why she’s late – what is the deep rooted reason for this behavior?

It’s easy to say she doesn't respect the fact she’s holding everyone up by being late, but there could very well be a deeper issue here. One thought, she may have never been reprimanded for missing deadlines so her motivation isn't there. It's hard to believe she simply doesn't respect the rest of the team but that can't be ruled out either. Or she may think deadlines are for others and not her.

Two Perpetrators

The person missing the deadline and the person who accepts the behavior own this situation. We don't have difficult conversations because they are difficult but while avoiding a firm chat with one member of the team, the rest will know you’re avoiding the issue and may decide to miss a deadline or two themselves since it doesn't seem to be important. That would be a shame and create a much bigger issue.

Years ago I had to finally let a team member go after he was late seven times. He showed up on that last occasion with a fresh take-out coffee which was a nice touch.

The behavior we accept is often what we continue to receive.
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Kneale Mann | People + Priority = Progress

pretzellogic

Seven Ideas for Great Company Culture

As much as it’s funky to have exposed brick, a foosball table in the lunch room, and lattes at 3pm, those won’t ensure your company has engaged employees who will do passionate work. Culture is much deeper. It’s a feeling and an instinct that can’t be forced or faked. And it takes work to upkeep. Every day. From everyone.

Here are seven areas to consider to make your company a great place to work.

Give
No matter the survey, compensation always makes it into one of the top reasons people stay or leave a company. But if money is the number one concern of employees, you have a serious issue. Pay people properly.

Define
What makes people want to bring their best every day and feel appreciated? If you can’t explain it in a sentence or two, dig deeper.

Value
What does your company stand for and what won’t it do? Two significant questions that seem easy enough to answer yet most struggle with them. We want to be a part of something that aligns with our values.

Open
Not all decisions can be made by committee, in fact most people want leadership to guide the way, but keep communication open enough for people to feel you genuinely want their input and ideas.

Stretch
Departments are created for a reason. Sales focuses on revenue while product design improves the offering. But don’t box people in so they can’t offer input to areas where they might not be subject matter experts. Some of the best ideas may come from the most unexpected places.

Lead
From small companies with a handful of employees to the Fortune 50, the relationship people have with their direct report and the people closest to them in their day-to-day work experience, will be the single biggest reason they stay or leave. Model the behavior you want from others.

Together
Teamwork and collaboration are a core elements to great culture. We want to belong and contribute so afford everyone the chance to do both.

Like trust, respect is earned not mandated by an org chart. So if you want great company culture, create an atmosphere of respect and trust and watch what happens.

Or you could order the latte machine and hope for the best. 
__________________________________________________________________
Kneale Mann | People + Priority = Profit

deviantart

Lead with Their Gut

Have you ever thought of an idea then talked yourself out of it? Gladwell wrote a book about it. The thesis behind Blink was the power of thinking without thinking. We sense it’s the right call, and then we spend an inordinate amount of time trying to convince ourselves we could perhaps possibly be maybe wrong I don’t know what do you think am I over thinking it perhaps maybe?

We ask for opinions to endorse our idea and when we meet resistance, we often fold. Yeah, it was a dumb idea. It wouldn't have worked, Joe said so.

Your Gut is not Alone

I was speaking with a colleague recently and he proclaimed that his staff often comes to him with what they think are good ideas but they’re not usually that good. I think that’s short-sighted. Sure, having a clear vision of your company and understand how your experience has arrived at that decision is key but if you make time to ask someone to elaborate and expand their ideas, you might be surprised.

If you’re not familiar, Google used to allow employees to spend 20% of their time working on ideas that may or may not have anything to do with their day job. Many products have come from employee ideas. Some of them may not have been that great to start, but there is an environment to flush them out and see if their gut is on to something. Some (me) think they should bring back the policy.

What Do You Think?

There are plenty of data to clearly show how disengaged employees will be the most destructive element of any business. And it’s not always easy to measure. A late meeting here, sloppy work there, missed deadline here, and suddenly the quality of work suffers. There’s a malaise that just seems to hover over everyone’s desk. The days of all for one have been replaced by everyone for themselves.

Leadership is not easy. But it’s nearly impossible if you think your gut has to make all the decisions. If you’re in a leadership position, write down a list of the times you have asked for others’ opinion – and meant it – in the last month. Now take the next month and triple that number.

No One Bats 1.000

Some of their ideas may not initially be great, but have a close look at your batting average before you act too fast. And this is not to suggest you have to create a suggestion box where everyone's ideas are immediately accepted. Just adopt an open mind policy and see what happens.

If you rely solely on your gut to create ideas for your business, you will run the risk of creating a culture of employees carrying out what they’re told.

Their real efforts will be seeking employment elsewhere.
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Kneale Mann | Leadership Strategist, consultant, writer, speaker, executive coach facilitating performance growth with leaders, management, and teams.

pizzaschmizza

Who's the Boss?

As our days are filled by commiserating about that stuff that may be missing from our work, we must look at the top. If you work long enough, you will eventually be given more responsibility and perhaps other people who will look to you for direction.

A friend told me about her boss who feels compelled to raise his voice in every meeting like the alpha male pounding his chest to remind the minions who’s in charge. Perhaps you've met this guy.

Collaboration Personified

Simply because people stay is not evidence of strong leadership. Most people need money twice a month to pay for those pesky things called bills. Organizational attrition is rarely documented if one or two people leave every couple of months but over the course of a decade, how much of your team has been replaced? Do you think it could be linked to weak leadership?

An org chart and a business card does not constitute leadership. The human network is more vital than ever before. Your team does not want a boss. They don’t want to fear you. They don’t want to walk on egg shells around you. They don’t want to hate their jobs. They need you to lead and help them grow. People will mess up, because they are people just like you. Your team will make mistakes, just like you. Your company will have challenges, just like you.

Remind them your job title and you may lose the room.
__________________________________________________________________
Kneale Mann | Leadership and Culture strategist, writer, speaker, executive coach engaging leaders, collaborative teams, and strong business results.

officespace | original: jan 2012

Managing Expectations

We make choices every moment of our lives. If we’re in a group, team, or company, those decisions are often magnified and frequently tied to a financial element.

Through every interaction, in tiny increments, we are making choices and creating expectations. We are agreeing on terms, making verbal and written contracts, setting deadlines, and creating anticipation for what we think will happen.

But are we articulating it well to others?

You see it when a supplier and a customer meet about deliverables, prices, quality, or a myriad other issues. Both parties think they’re right and as often is the case, the truth is somewhere in the middle.

The sales manager expects all of her reps to make a minimum of five prospect calls a day because she included it in an email nine months ago and it is how she built her client list so how could there possibly be another way.

Don’t bring me problems, offer solutions.

That sounds good on the surface, you don’t want a bunch of whiners and complainers, but if your team's solutions aren't implemented then they may stop offering them. Leaders need to create a culture where they are clear what they need and how each member can contribute.

The next time you share an idea, check in to see how it’s been received and how others may want to be involved. And with all of our technology and progress aside, a conversation can go a long way. A lesson I learn every day.

Managing perceptions might be our first step.
__________________________________________________________________
Kneale Mann | Leadership and Culture Strategist, Writer, Speaker, Executive Coach engaging leaders to build successful talent and profitable business.

lifehack

Business is Personal

It’s been said for generations that bringing your life to work is frowned upon. It was clearly stated that work is for work and if you want to interject something that is happening in your life, do that after work or during lunch or the small talk portion of meetings, but work is for working. And if you had a problem with your kids, finances, parents, spouse, or another ‘life’ issue, those were to be left at the door as well.

But can anyone expect employees to spend a third of their life in robot mode? Well some do, which is short sighted. Igniting passions and embracing differences can garner remarkable results.

Human Work

While we see four generations trying to mix cultures in the workplace plus more telecommuting, virtual teaming, technology, and flex time, we are seeing a shift and the process may not be going smoothly in many cases.

I’m not a fan of stereotypes but generally the older employees are more resistant to change while the younger employees adapt quicker. Yes, there are exceptions, but working all the time isn't healthy at any age.

Collaborate Openly

My friend and colleague Mitch Joel has said for years that he doesn't believe in the old saying - this is business, don't take it personally. He and his partners deliver to clients while providing a creative atmosphere for their staff and they take that personally.

Fast Company published a short piece back in 2005 entitled Making Business Personal where they made the case of balancing time between life and work priorities which states; “Take more of these opportunities to make business more personal, and please don't think your professional contacts will think less of you. In fact, usually the opposite happens. In most cases, this blurring of personal and professional lives seems to be good for business and good for our families, our friends, and ourselves.”

This isn't to suggest comfy lounge chairs and basketball nets in the boardroom will create a collaborative culture but blending generations, mixing perspectives, and allowing life to permeate your company will make it personal and that’s a good thing.

Make your business personal and your team will reciprocate.
__________________________________________________________________
Kneale Mann | Leadership and Culture Strategist, Writer, Speaker, Executive Coach engaging leaders to build successful talent and profitable business.

itsmylife

Your Leadership Review

There's an annual event that everyone seems to think is crucial yet few look forward to enduring and that is the annual performance review. This delightful 45-minute meeting consists of a discussion of how one of the people in the room has performed for the past twelve months. There's precious other time during the year to focus on people so keep it to a chit chat once a year then get back to work.

Some companies engage in a form that is to be filled out by the employee prior to the meeting and then reviewed with their manager. The time spent on strengths is often paled by those items that require more attention or the weaknesses. If you ask most people, they would agree they should work on getting better at what they don't do well. But how often do we do what we can to find more time to do what we do well?

They Won't Wait

Your customers and your team don't wait for an annual appraisal form on your work. They make judgements all the time. But they often don't tell you if they're are unhappy. In some cases they just leave. Or worse, tell everyone about the experience.

So review your leadership strengths and decide whether you are waiting for the feedback or being proactive to ensure superior internal customer service, discussion of performance and strengths, while providing greater external customer service.

Your leadership review is a daily event.

Kneale Mann

arividam