As individuals grow together to become a team, they move from a group of people who happen to be in the same place to a team of people working together towards a common goal. During this process, all teams go through common and predictable stages of development. In From Bud to Boss, we reference the
As you move into or consider moving into a leadership role, you have likely noticed that it can be both rewarding and difficult. Rewarding in that you get to make a difference for people and get things done. Difficult in that it is a never-ending problem-solving effort. As soon as you resolve one problem, another
One of the challenges you will likely face as a new leader is managing the increased inbound communication efforts. And not just written communications like emails, texts, instant messages, and meeting or calendar requests. There are more verbal communications too. More people dropping in to talk or stopping you as you walk down the hall.
James is a new supervisor with Make Believe Manufacturing in Factory Town, Indiana. Recently, he met with his boss, Sarah, to discuss a new procedure required by a recent policy change. James is upset with the change because he anticipates that his team will have strong complaints and might resist implementing it. Under the new
Empowerment is a great thing. Empowered employees show greater commitment, stay more engaged, and create better results. Empowered employees take more initiative and get more done than employees who work in a fear-based, command-and-control environment. As a new supervisor, you may have heard and read about these organizational performance results, and then decided that you want
The Merriam-Webster dictionary defines communication as: “a process by which information is exchanged between individuals through a common system of symbols, signs, or behavior.” The word that strikes me in that definition is “exchange.” That means that communication is more than just delivering information, it is exchanging it. And too much of the time, we
Delivering performance feedback to members of your team is part of your role as a leader. While performance feedback is not necessarily negative, that is the type of feedback most people think about when I mention “performance feedback.” In a quick review of articles and blog posts, I found no references to delivering positive feedback
Almost all of my educational background and much of my early professional work focused on finding the right answer to problems. I was encouraged and rewarded for finding the right answer. I was penalized if my answer was wrong. As a result, I carried a “find the right answer” mentality into my early leadership experiences.
Leaders often mistake accountability as a club they can use to go after people who don’t perform well. Having experienced a hold-people-accountable management style, new supervisors then believe they should use the same approach, only to learn that a sole focus on holding people accountable tends to create disengagement and frustration in their team rather
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