It is time to do away with the word “onboarding.” With the workforce seeing multiple generations, shortages of specific talent and individual preferences, we should be humanizing the process and the words we use to describe it. This is particularly important if a new employee is going to be remote or hybrid, as it might be a long time before they actually meet their supervisor in person.
There are many reasons employees choose to move on from their current company. Perhaps they feel unchallenged, their values don’t align, they want to try a new role or industry, or they need a raise to compensate for life changes.
When it is one of your star employees, however, their leaving can hurt—especially if you cannot currently offer a raise or other monetary compensation to influence them to stay.Read More
A recurring management theme is leaders who assume that their people know what’s on their minds. I call this “managing by telepathy,” as these leaders often neglect to articulate what they want.
This is rarely intentional. After all, you don’t sit in your office and think about how you can avoid good communication with your people. But you can get swept up in the busyness of your day and simply think that you said something when actually it never left your mind.
Career and Workplace Strategist Davina Ware joins TCL Podcast host Dale Dixon to discuss the various barriers and blindspots when it comes to communication, whether that’s between colleagues or a leader and their team. Davina shares stories of different communication gaps she has witnessed and gives advice on how to close the gap before it can create cracks in the foundation of the organization.
Overtake your competition using this secret advantage
What makes one team more effective than another?
This is a question I’ve seen leaders wrestle with across industries, teams of various sizes, and around the globe. A team may have the most talented people on paper, yet their performance and innovation results are suboptimal again and again.Read More
Delegating can be a struggle for many leaders. I see it quite often with the leaders I coach or train. One of my clients is a capable and talented leader who knows her stuff. She is often sidetracked when a team member comes to her with a challenge they can’t seem to solve. As they discuss the problem, she usually figures out a solution. Since she knows how to solve it, she says to the team member, “I will do it, and you can continue to work on the other project.” She repeats this at least once a week with members of her team. She wants her team to be productive and not bogged down with issues. She feels good because they can work on things they are familiar with. This makes sense to her. Except she is becoming extremely busy and not able to complete her own work because of the additional tasks she is taking on. She is beginning to feel burned out.
A structured approach to navigating workplace change
We live in a fast-paced world, one with constant change. There is always new technology, new software, new markets, new processes, and new ways of thinking to consider or adopt. Which means there is always change in the workplace.
Host Dale Dixon and two of the authors of the book “Optimizing Strategy for Results” wrap up their series on the 7 Stages of Strategy with Strategic Evaluation and Learning. Dr. Evans Baiya and Professor Timothy Waema explain that the continuous process of strategy doesn’t always blatantly show how to get the results you are looking for. They outline next steps if you find a mistake in your strategy (even in past stages), and how clear data, documentation, communication, and evaluation are critical on the path to long-term strategic success.
Keeping yourself on track takes more than a great system. Staying on track takes a net woven together with supportive people who will push you to go higher, hold you up and catch you when you fall.
How do you weave this kind of support net?
“Continuous feedback is a leader’s best-kept secret during execution. Show me a leader whose organization is quiet and I will show you a leader whose organization is hoping they will get it right. Show me a leader who actually encourages and is involved in seeking, receiving and actually supporting feedback, and I will show you an organization that is executing intentionally, purposefully, with a high level of accountability, towards an agreed upon result.”
Authors Dr. Evans Baiya and Professor Timothy Waema move into Stage 6 of the 7 Stages of Strategy: Strategic Execution. In this conversation with host Dale Dixon on their latest book, “Optimizing Strategy for Results,” (co-authored with Ron Price) they examine the importance of communication, repetition, feedback and accountability for everyone in the organization. With simple, predictable workflows and continuous feedback, this stage will help you produce impactful results.
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