Being a boss is a job, an actual job. Being a manager means you need to learn how to do employee recognition well for your direct reports as part of your duties and responsibilities... even if it's not explicitly listed in your job description. Employee recognition = acknowledgement + reward. If you know how to… Continue reading Employee recognition: Here’s how to do it right.
Turnover sucks, but it happens! As a manager, congratulations: it might be your job to replace people who leave your team. While you may or may not have complete authority in the whole process, you know you've got to conduct an interview (probably a bunch of them). This is your roadmap for making sure you… Continue reading Conduct an Interview to Land the Right Person: The Midlevel Manager’s Guide
For many organizations, mid-year reviews on job performance are either underway or soon to be underway. You probably developed goals for 2018 in the latter part of 2017, and it's the perfect time to see how far we've come! ... or how far we haven't come. Every year, a few of my direct reports would… Continue reading Mid-Year Reviews: Only Two Solutions You Need to Get Back on Track
Companies often set up their management roles as rewards for outstanding individual performance. There is one fundamental problem with this: individual achievement has nothing to do with good management. (See my post on the differences among leadership and management and authority.) But all is not lost! In order to transition well from stellar individual performance to… Continue reading Growth Mindset: The #1 Key to Management Mastery
For situations in which you do decide to be 100% accountable, it's not something you mention to people. It is only something you can rise to the occasion for.
Good managers understand that they cannot make someone be accountable. That is only for the individual to accept and act on.
The key to avoiding the victim manager mindset is understanding the difference between responsibility and accountability.
While people can feel comfortable putting together slides, people often don't know how to prepare a speech.
Prepare presentations and speeches without using jargon as a crutch.
Transparency opens doors for you and others.
Share information across the matrix to build trust all the way around.
When considering how to be an effective advocate, ask yourself these questions.
The value of management rests in achieving an outcome of optimal effectiveness, sustained over time.
You learned. So can someone else.
I would never suggest that these concepts are mutually exclusive. But neither are they the same.