Even if you’re an experienced executive, it’s likely you often find it very difficult to tell other people where they need to improve. Praising a good performance is easy; everyone likes to receive a compliment. But what do you do when a kick in the butt seems more appropriate than a pat on the back? Here’s how to do this effectively:
1. Treat criticism as a form of feedback.
The term “criticism,” while accurate, carries the baggage of negativity. By contrast, the term “feedback” implies the participation of both parties–a two-way give and take where both people learn and grow. Feedback is an opportunity for mutual growth. You learn by getting feedback, and you learn by giving feedback. The moment you reposition your criticism into the context of feedback, both you and your employee will feel more relaxed and receptive.
2. Provide criticism on an ongoing basis. Sigue leyendo
Not sure why your top performer is unhappy? Check out what the most brilliant (yet difficult) employees hate about company culture.
1. Inconsistent / Frequently Changing Priorities
Why It’s a Problem: Nothing irritates a top performer more than ditch-to-ditch or fad-based management.
How to Spot It: Employees hunkering down every time a new initiative is introduced–glazing over at strategy meetings.
What to Do About It: Set a short-, medium-, and long-term strategy and stick to each for a reasonable period without being distracted by the newest new thing.
2. Condoning Mediocrity
Why It’s a Problem: The No. 1 reason high performers leave organizations in which they are otherwise happy is because of the tolerance of mediocrity.
How to Spot It: Disdain and distance between top performers and others who are not pulling their weight. Dissatisfaction with rewards (compensation, bonuses, awards, etc.) given to others.
What to Do About It: Set high goals for the entire organization and build in both rewards (for success) and consequences (for failure). Apply both consistently and fairly.
3. Round Peg / Square Hole Syndrome Sigue leyendo
Rachel came to us with strong work ethic, experience creating organizational hierarchies, an understanding of what it takes to be operationally excellent, and perhaps most importantly, a devotion to our company’s cause: promoting client needs in a collaborative team-oriented environment.
I put her in a role that made the most sense to me-that is, the job that took the bulk of my time. I was the project manager on almost every project for our customers, but in order to grow the company, I realized I needed to focus on higher-level goals, and not the day-to-day grind. I had intentionally hired someone who had a different skill set, someone who’d be good at nurturing employees by implementing human resource structure (which I’m not). Isn’t that what the experts tell you to do? But I made a critical mistake. I gave her a job that fit my personality, not hers.
She was miserable. She hated the job. The project manager role was external facing and required being heavy-handed with our clients to keep projects on task and within scope. While Rachel is great at getting employees to tow the line, she struggled with this requirement when it came to our clients.
My instinct told me she was exactly the type of employee User Insight needed to be successful based on her background, professionalism, experience, and approach to the job, but I also knew she was on the way out if things didn’t change, and change quickly.So, in the lobby of a hotel during a business trip, Rachel and I sat down over a stale cup of coffee to discuss how we might carve out a job that would entice her to stay at User Insight.
This is how I did it: Sigue leyendo
Growing and managing a workforce is almost never easy. And when it comes to staffing up, business owners have to juggle issues such as tracking resumes, analyzing candidates and other human resources obligations. For smaller firms, the difficulties associated with managing these duties can often be amplified.
The good news is there are several useful toolsthat can help. Though they will not replace a physical HR manager, these three services should be able to help even the smallest company hire and manage employees more efficiently:
Small businesses continued to add jobs in October, but the question remains whether this will be a sustainable trend given growing uncertainty about the economy and looming fiscal issues.
Employment in private small business (companies with one to 49 employees) payrolls rose by 50,000 in October on a seasonally adjusted basis, according to the ADP Small Business Report released Thursday. This is the largest payroll increase since July and accounts for 32 percent of employment gains across all company size groups.
Within small businesses, 37 percent of the employment growth contribution was associated with companies having between one to 19 employees while 63 percent of October’s small business growth was driven by companies with 20 to 49 employees.
Many small businesses remain confident in the economy’s future growth despite and a recent study by Kauffman/LegalZoom Startup Confidence Index suggested that the credit crunch for small businesses may be easing.
Written by Mansur Hasib
As IT managers and leaders, it is our job to foster the professional growth of everyone who works on our team. If we do not do this we are failing as leaders.
I have had many discussions on the topic of training with both employees and managers. Many IT managers are afraid that certifications will make their employees more marketable and allow them to find better opportunities. Employees are frustrated that their managers do not allow them to grow and so eventually they leave to find better opportunities to learn and to grow professionally.
When I was negotiating my budget as a CIO, I asked for and received $2,000 per year for every employee that could only be used for travel or training. It required the consultation of supervisors and could be used for a conference or even a certification. Since some training is more expensive, employees were allowed to trade and give someone their training dollars for one year so they could get it back from the recipient in a subsequent year. At times I was able to recruit someone simply because I had this guaranteed annual training benefit.