If you have a performance review or feedback session coming up, you might find you are in the vast majority of people who dread the experience—especially if you have had a bad experience in receiving or giving feedback in the past.
Yet as humans, we truly need and benefit from feedback. Unfortunately, parties on both sides of the table have trouble with these sessions and a lot of companies fail to offer a defined feedback loop for its people.
Leaders are a critical component of any successful organization—you play a vital role in setting the tone, establishing direction and guiding your teams toward success.
The key is to be intentional in your approach and to continuously assess and improve your leadership style to ensure that you are uncovering and maximizing the potential of your people. Because without your team, there wouldn’t be any results to begin with.
You may have heard a story similar to this one. Bob is amazing at programming. He can create algorithms and find bugs faster than most. He stays focused for hours and enjoys sitting at his computer. If your business needs coders, Bob might be a great fit. Bob is autistic.
In this example, Bob is a fictional character, illustrating that all of us have unique talents and can contribute positively to the workplace. Read More
As a leader, you’ve likely heard that you need to get all the right people on your bus to make progress.
It’s one of Jim Collins’ biggest lessons from his best-seller, Good to Great. But it’s not that simple—as Collins points out, “There are really three parts of this question of the right people. The first is the right people on the bus. Second is the wrong people off the bus. But third is the right people in the right seats.”
How do you deliver feedback? Some people embrace opportunities to offer positive accolades for a job well done. Others are quick to criticize what didn’t work well and focus on what needs to be done differently the next time.
Both types of feedback are necessary. You need to acknowledge the good as well as offer suggestions for improvement.
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.
How to understand and evaluate people to ensure the future of your organization. Episode #67
By Ron Price
These days, hiring and keeping talent is a never-ending conversation. With rapidly changing workplace standards and expectations from employees, finding the right people—and keeping the right people, in the right positions—is crucial to an organization’s continued success post-pandemic.
The key to ensure your future? The ability to understand and evaluate your team.
The problem is, many leaders think they excel at evaluating others. Some even say they have a sixth sense or gut feeling for people and will decide whether somebody fits in at their company within 30 seconds of meeting them. One study that says people form first impressions in the first seven seconds.
Read More
Ron Price, HR.com, May 2021
Eight out of 10 American adults have it—you’ve probably caught it. It’s costing you in more ways than you know. In fact, it is estimated to be costing employers an average of $13,400 per employee per year. What is it? Covid-19 Stress!
The American Psychological Association reports that the mental health consequences of the Covid-19 pandemic have created record-high levels of stress in almost 80% of all adults. At work, this is creating hidden costs through increased turnover, absenteeism, disengagement, unhappiness, loss of innovation, decreased resilience and inability to focus. And all of this adds up to lost productivity and profit. According to the American Institute of Stress, more than 275 million working days per year are lost because of stress.Read More
By Dr. Lisa Aliderst
A recent episode of The McKinsey Podcast focused on how a boss has a direct impact on health, happiness, and productivity. Now that’s quite a bit of influence when you think about it!
Tera Allas, McKinsey’s director of research and economics for its UK and Ireland office summarized the research. Happiness on the job is the second most important factor (after health and mental health) for overall life satisfaction. And an employee’s relationship with the boss is pivotal to job happiness.
Read More
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 More