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At the end of the year, it’s common to work on employee evaluations. Which can be a real downer for everyone involved.
If you think about it, they’re not really doing much about what can be affected: the future. So we’re doing it to justify how we have to make management decisions about pay, promotions, job roles and such.
The employee doesn’t get much value out of the whole experience, to be honest.
Read the rest of this entry »A big part of your role as a leader is to help those who aren’t yet as confident as you claim you are. The problem is that we’re all putting on a bit of a false front, acting more sure of ourselves than we actually feel.
As the boss, you don’t want to look foolish in front of your team. You’ve got this.
The employees or volunteers also want to look good in front of their boss and co-workers. But the fact is that we all have our moments of doubt. Even if we don’t show them to others.
Read the rest of this entry »When we want employees to learn something, we send them to a class.
It’s not the worst thing to do, but that’s not the way adults learn new things. It’s a paradigm that’s copied from the system we developed in the 1800s to teach millions of children to become factory workers.
Do YOU have your best growth by sitting in a class? Probably not.
Read the rest of this entry »It’s a great idea to ask for feedback from your employees. It’s part of letting them know you care, and want to improve.
So you gather up your courage and ask people for feedback, both one-on-one and as a group.
But here’s the hard part: showing them that you’re taking action. Why is that crucial?
Because it tells them about your honesty and integrity.
Read the rest of this entry »You know how damaging this can be to a team: someone who is always critical, unsupportive, unacknowledging. It’s no surprise that people avoid them.
But here’s today’s challenge: What if YOU are that person? When you’re the leader, you set the tone for everyone’s attitude. Including how they view other organizations and the larger goals.
Yet you think of your role as keeping people on track, noticing problems and assigning jobs. Those are good and necessary things, for sure.
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WE ALL KNOW that goals are important. If you’re going to make progress, you have to decide what moving forward means.
But that has no emotion in it. It’s just blah-blah-blah management speak.
Our challenge is how to create a sense of excitement and inspiration with your business goals.
THERE MIGHT BE A GREAT REASON why you feel like your business is just grinding away week after week, but not making progress on what’s most important.
Often it’s because you’re not tracking that important stuff.
Sure, you’re on top of revenue and expenses, inventory and backlog. But rarely is that the PURPOSE of your business. What is?
THIS LAST WEEK I had a chance to help out some high school kids in a very special way. Every semester for the last few years they’ve held “mock interviews” for some of the students, giving them a chance to find out what a job interview is really like.
Some of them are terrified.
But of course you’d expect that. They’ve heard all the scare stories, a grade is on the line, and they’re putting themselves out into totally unfamiliar territory.
“WHAT GETS MEASURED GETS DONE.”
This quote has been attributed to a lot of people, so maybe its origin is lost in the mists of time.
No matter. What’s important is that it contains a grain of truth.
WE’RE ALL SEEKING APPROVAL.
I’m convinced that deep down inside, and as social beings we want recognition from those we most care about.
Somewhere in there, we want Mommy to be proud of that artwork on the refrigerator. We want to get a gold star sticker for accomplishment.
The Values-Based Business 