Category Archives: Management, Supervision & Leadership

The Irony of True Engagement: Stretching Hurts!

The Irony of True Engagement: Stretching Hurts! thumbnail

Different employees want different developmental opportunities. Some prefer the stability of a long-term dedicated role; others want to be stretched to grow and learn something new. Some may see new opportunities as the organization just continuing to raise the stakes; others may seek that challenge. For high-performing employees who want to be stretched, the most…
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Employee Retention – Making the Case for Staying

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With rapid shifts in the economy and business landscape, retaining current employees feels like an important mandate.  Employee retention is certainly vital for operations and continuity.  It is also important to be objective in weighing both their value to you, and your value to them.  Here are some questions to ask in this process. How…
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Employee Engagement and Retention in Changing Times

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The news is tough these days for organizational managers!  They need to redefine the workplace for a more virtual remote workforce; they face daily supply chain uncertainties and constraints; and turnover seems to be at an all-time high.  In the face of all this uncertainty and change, how do you best engage and retain? Here…
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Setting the Tone or Setting the Direction?

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There is a tough balance between authentic leadership and situational leadership.  We ask leaders to be true to who they are, while also asking them to adjust their approach to fit the situation or person at hand.  When considering situational leadership, we tend to praise leaders and managers who are naturally resilient and flexible—if flexibility…
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Leading Teams to Success: When Styles Clash

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We recently worked with an organization with two important teams. One was an “operations team,” focused on basic case management—where consistency and steady thruput were important success factors.  The other was a “strategic initiatives team,” focused on developing new approaches for the case management team—new software tools, new research methods and new services.   The…
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Leadership in an Uncertain World

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Leaders and managers are responsible for leading teams to success—but what does that look like in these uncertain times?  In some parts of the country, leaders are navigating the realities of returning to the office after long-term telework. In other workplaces, leaders are wrestling with health-related mandates as COVID-19 cases persist.  Teams are getting to…
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After the Performance Review: Preparing for the Year Ahead

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 At their best, performance reviews should be the start of a two-way dialogue that will last the entire year. Here are some tips: Acknowledge that the performance review— while important— is a moment in time over the course of a year. One conversation is unlikely to change the course of history, so decide what groundwork…
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Staying Present in a Performance Review – Key Tips

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Even with effective planning, performance reviews can take many turns during the conversation.  Here are some common patterns that can occur in the conversation, and ways to keep things on track and focused on outcomes. Start with identifying projects or tasks that were key areas of focus for the year. Ask the employee what went…
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Tips: Preparing to Give a Performance Review

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It’s time to evaluate your employees’ performance, and as with many important conversations, effective preparation is key.  Your first step should be to objectively reflect on each person’s contributions over the past year. Here are some tips: It is easy to consider only the past few weeks when considering performance—a recent win or problem can…
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Respecting Diversity in a Time of Telework

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A client shared an interesting story about a recent experience related to disability awareness and telework.  First, some background.  The organization has been working well remotely for several months.  Because the team has a good understanding of diversity principles, it follows the following ground rules: It is a cultural norm for team members to turn…
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