Many management studies these days have us believing that employees will beeline for the exit if the boss forgets to ask how their child or puppy is doing. News flash. The latest research from Stanford Graduate School of Business shows employees have another priority.
If you’re still locked into the mindset of giving your employees annual performance appraisals, you’re involved in malpractice. That’s the wisdom shared by Wally Hauck, PhD.
Let’s say you’re trying to do a good job coaching a specific employee. But every time you meet with them, you end up arguing. Maybe there’s some door slamming, too.
There you are again, sitting in another meeting while your work piles up. If your company is growing, you might notice you and your employees are involved in more meetings.
These days, leaders are busy taking their teams on bowling outings or to participate in volunteer events. But, when you need your team to buckle down and commit to completing an important project, trust is what makes the difference.
We all know it’s expensive and difficult to replace an existing employee. You may be able to save yourself time and money by training your underperformer and coaching them on how to be more engaged.
Business leaders worldwide struggle with issues like low productivity and employee turnover. It turns out one of the best ways to improve these metrics is to improve your culture.
We’ve all had times when we haven’t been able to give an employee a key assignment or the raise they deserve. After a while, employees who receive too many pieces of bad news gradually disengage.
There are four main stages that most teams go through: from forming the team, to growing the team, to becoming a well-oiled machine. I like to call these stages of team development The Four Stages of Team Matriculation
Employees often take their behavioral cues in the workplace from their managers. If you’ve been in the habit of shutting down dissenters, your attitude is a great disservice to your team and your company.
As a manager, one of your most crucial tasks is to develop your employees. Part of that development means delegating responsibilities.
Leadership is more than just a job; it’s a responsibility. A big responsibility. There have been countless talks and presentations and lectures on how to be a good leader. So many people talk about leadership, but they typically don’t mention a vital aspect: Past screw-ups.