In the last episode, I talked about how “volunteered” feedback needs to be invited. However, there are times when feedback is an official process between manager and employee. Listen in as I discuss how often and how to deliver the best feedback to produce the best results. Other podcast episodes mentioned: Have you been invited to give feedback? and Are you an A, B, or C player?
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There is a difference between a formal process of feedback (for example, when a manager and employee meet weekly to discuss performance) and volunteered feedback. If feedback is not welcome, if you have not been invited to give said feedback, then your feedback may not be received well. So, how do you give feedback? And on the other side, how do you express your expectations clearly about what you’re looking for in terms of feedback (or not)? Other episodes referenced: Feedback – what it really is
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As a manager, you’re expected to manage others, as well as do your own job. If you’re responsible for an entire team or department, how do you make sure your staff delivers results? Do you micromanage? (No.) If you empower people to do their jobs, what if they make mistakes? Other podcast episodes referenced: Are you an A, B, or C player?, Right people in the right seats, and 10 traits of effective leaders
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Since we are proponents of a strengths-based workplace and culture, we firmly believe in employees working and playing to their strengths. We also recommend a collaborative communication and feedback model where employees ask for and constructively receive feedback, and managers productively communicate and give said constructive feedback. That being said, what happens when an employee plays to her strengths and takes initiative when her manager is too overwhelmed to notice? Does she say something? Does she point it out? Listen in as Dawn Shuler recounts an actual experience with a client and their recommended solution. What would you recommend? Other
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With the Coronavirus epidemic, we’re having to shift and adapt rapidly, more so than ever before. At the same time, many of us are finding we don’t have as much energy as we’re used to, yet we still might be expecting the same level of productivity. Honestly, right now, that’s just not possible. Listen in as Dawn Shuler shares a helpful concept to understand our shifting and waning energy levels – and what to do about them. Other podcast episodes referenced: Navigating turmoil, Crisis and compassion, and Are you counteracting the din?
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The Coronavirus pandemic is affecting our lives in every aspect, and we are experiencing a “new normal.” At some point things will get back to normal, whatever that is, but it will look different from what normal was a few weeks ago. This pandemic is an intensifier and an accelerant, so that means we’re getting a “new normal” every week, if not every day. Because of the rapidly shifting world, we don’t know how everything is going to shake out in the next two to six months, or a year. Some financial experts are predicting that if we’re not already
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“For the times they are a-changin’” ~ Bob Dylan We are in unprecedented times where things are changing, not just on a daily basis, but sometimes an hourly basis. Everything from dining out to children being home from school, and so much in between, looks different today from how it looked two weeks ago. And then there is the emotional component. There’s general worry and tension. Some people are separated from their families. None of us know what to expect. Pick a thing, and that thing has been affected. Here’s what we’re noticing, in our company, as well as
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Join Dawn and Mark of The Shuler Group and Sylvia and Josh of MindTeam Solutions in one of our lively conversations as we talk about the advantages and disadvantages of a company allowing remote workers. Does it work? Whether your organization goes down that path or not, remote workers is becoming the wave of the future. In our conversation, the four of us cover topics such as: Defining measurable expectations and milestones for remote workers Joint responsibilities of managers and employees The personality type(s) that perform well with remote work, both from the manager’s and employee’s perspective Matching those ideal
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The reason why most services and products exist is because they bridge a gap (except for Apple, which created the gap in the first place – but you’ll have to listen to hear more). But not just products and services… jobs, roles, and responsibilities in an organization exist because they (should) fill a gap. Beyond just having the right people in the right seats, do the people fulfilling roles in your organization bridge a real gap? They should. Listen in to learn more. Other podcast episodes referenced: Gap Analysis, Zone of Genius, Right people in the right seats, and Organizational
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Organizations can have all sorts of problems, from high employee turnover, toxic bosses, departments that don’t communicate across departments, and more. However, if there’s no desire to change, it doesn’t matter if solutions would solve all those problems and provide benefits. It takes courage to be willing to change. Other podcast episodes referenced: Gap analysis and Interview with Sylvia Henderson, CEO of MindTeam Solutions Resources referenced: Company Climate Inventory
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