Every leader has, in a formal setting or not, needed to provide feedback on performance. In workshops around the world I have asked people to give me their best tips for providing effective feedback. To a person, leaders create great lists of techniques and approaches. Yet one thing, perhaps the most powerful piece of advice,
Think about your perfect supervisor/manager/leader for a minute. Build a mental list of the attributes that perfect person would possess and think about the words you would use to describe that person. Done? I don’t know what is on your list, but I’d bet the farm on what isn’t. Micro manager. I’ve never met anyone
You’ve likely heard when you deliver feedback it should be balanced. When you have heard that, what people typically are suggesting that you should strive to give people a balance of positive and negative feedback. This advice is only half-right. It’s an understandable misunderstanding because people think there are only two types of feedback, when
If you are a long time reader of this blog and my other work, you probably know that my new book, From Bud to Boss: Secrets to a Successful Transitions to Remarkable Leadership, co-authored by Guy Harris, comes out soon. Actually the official pub date is February 15th (though it is availabe now at your
If this title has you scratching your head, wondering if I am suggesting you become an egomaniac, relax! That is the furthest thing from my mind (though I’ll talk about it before I’m through). The truth is, while there are people with super-high self images related to their expertise and knowledge, many more people don’t
Feedback and advice. In modern organizational life they are related terms. When you look at them grammatically, they are connected, but not as related as I thought before I researched them a bit. From Dictionary.com here are the relevant definitions for each word, and some synonyms too: Feedback: noun – (3) a reaction or response
Ok, this title should be self evident, especially to long time readers of this blog.  Here’s some data to “prove” it though.  It comes from a report from The Engagement Institute, a collaboration of The Conference Board, Sirota-Mercer, Deloitte, ROI, and The Culture Works and Consulting LLP. Here’s what they found: Disengaged employees cost U.S.
In our Bud to Boss Workshops we get asked different versions of this question frequently. Sometimes it is asked in a more politically correct way. Sometimes it is asked as a curiosity. Most times, however, it is asked bluntly, directly and with frustration: “How can I get lazy people to work?” As a coach and
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