Sorry managers, but training employees is not just a necessary part of your job, it’s essential. Employees may go through corporate training programs to learn the basics of their jobs, but knowing the basics isn’t enough to succeed.
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Some managers fall into the trap of stepping in and bailing out their lower performing employees. If certain staff members are not doing their jobs satisfactorily, a knee-jerk reaction is to jump in and do it yourself.
By Dr. Francis Eberle
When I talk to groups I often tell them that leaders should step back more. The biggest concern I hear in response is that if they step back, they won’t be able to help their employees do the task right.
I will probe and ask what “do the task right” means. Usually, they describe steps to do the task, and then launch into outcomes they don’t want, such as embarrassing the company, insulting a client, a grammatical error, inadequate research, and so on. These outcomes feel like they could be the result of a fully hands-off approach. That is an incorrect assumption about what stepping back as a leader means.
Dr. Evans Baiya, Hr.com, November 2021
How to help everyone find their role in creating innovation
Does this innovation challenge sound familiar? Your team leaders and managers acknowledge the importance of innovation and even sing its praises—but if you ask them how they routinely champion innovation within their teams, you might get crickets.
The problem is that most people managers, while they recognize the need for innovation initiatives, don’t engage in these initiatives themselves. Innovation isn’t their job; their main concern is ensuring employees get the necessary day-to-day work done. People managers are good at directing and growing what already exists but often struggle to guide their teams to new ways of thinking and creating.Read More
Dr. Evans Baiya, Fast Company, November 2021
Your company is one disruption away from becoming irrelevant. A few years ago, I spoke at a conference where I told the leaders in attendance this exact statement.
It struck a chord with one attendee: the chief innovation officer of the Great NW + Pacific BBB. He reached out to me to talk about his goals to move his regional Better Business Bureau forward, and we created an innovation academy designed to inspire innovation across every department—the ultimate goal was to jumpstart a culture of innovation. Fast forward 2 years, and 50 employees have graduated from the in-house training, innovation efforts have increased across departments, and the organization continues to report cost savings as departments find more efficient ways to work. Read More
By Ron Price
Podcast Episode 78
As a leader, developing and coaching others is a necessary skill in my arsenal. Supporting professional growth in others, to me, feels like finding hidden treasure. I can know you have potential, but to help you, I need to discover what exactly it is and what the best pathway for you develop that potential.
That’s why when I begin coaching someone new, I always say, “You know, 90% of the success we’re going to have working together is credited to you. I only get 10%. You get 90% because it’s YOUR potential, not mine! It’s who you are and what you decide to do to become the best version of yourself that’s going to create results.”
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By Dr. Evans Baiya
You could be missing out on $1,237 per employee in untapped ideas.
No, really!
According to a 2019 study by IdeaScale, each employee has on average $1,237 worth in unused ideas. A separate study also showed that employees come to work with an average of 8 to 10 new ideas every day that could help their work.
This means that there are potentially hundreds of thousands of ideas in any given organization ready to be considered, tested, developed, and implemented—ideas that are all around you. The key is to have the structure and the resources at hand to be ready to tap into employee ideas.
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By Dr. Francis Eberle
One of my clients recently had difficulty letting go of some unfair comments from her supervisor. The comments were harsh because the supervisor thought the work was shoddy, but the supervisor had gaps in his knowledge and had overlooked the true quality of the work. My client knew she had to get past the comments, but they still hurt. There were two aspects to grapple with—the personal hurt and the professional relationship. My client had to be objective about the comments and build a more respectful professional relationship.
Instead of just letting the comments go, one way to move forward is hold one issue in limbo while focusing on another issue. In other words, suspend the belief that the supervisor had negative intentions when he made the comment and instead focus on the relationship.
Read MoreWhat does leading others really entail? This second stage of your leadership career is when you begin to have a larger influence and to expand your impact as a leader. In this episode, host Dale Dixon and TCL author and advisor Ron Price discuss the 12 skills needed to transition from leading yourself to leading others. Ron suggests starting with empathy, gives five steps for delegation, and shares the one thing that will make you really great at leading others.
In this short video, Leadership Coach, Trainer & Speaker Jaime Lisk talks about managing different personalities at work. She offers tips for identifying employee styles and explains how to use this information to improve your leadership.