Have you ever faced a problem that was so complex that you found it difficult to solve?
Of course, you have. Everyone goes through this from time to time. I’ve noticed that people go into a state of spin as they try to solve them. This is because typically they only address the issues on the surface. They don’t take that “deeper dive” to get to the core issue.
Have you ever faced a situation where you’ve clung to an old “story” about an employee even if the circumstances have changed? For example, let’s say you’ve been dealing with a “renegade” employee for at least a year.
You don’t want to loosen your grip over him, because you believe this old scenario is still current. From your perspective, “He’s still out of control” or “I don’t want the management headache”.
Many managers wrestle with how to give feedback to their employees, and as a result they aren’t successful in conveying what they really want to say. Consequently, delivering feedback can be one of the more stressful parts of their job as manager.
At one end of the spectrum are managers who are so brutally blunt that the sting of their harsh words is more powerful than the underlying message. At the other end are managers who couch their feedback in overly positive and flowery comments so that their employees completely miss the message.
I had just settled into my seat on a crowded Amtrak train, when I realized that the public address speaker was uncomfortably close to my head. I discovered this because it was sputtering an annoying static sound.
It seemed like a long time before a conductor appeared, and of course, for every moment that passed, the noise seemed to get louder. Eventually, someone responded to my request and took care of the problem.
Fast. Faster. Fastest. We live in a world where speed is valued highly. If you’re not going fast enough, how can you stay in the race?
I’m all for speed; in fact, if you don’t pay attention to it, you can be left behind in a heartbeat. I also know that you need to manage speed, because if you whiz along constantly at high speed without taking a breath, someone else or something else will slow you down.
Even though many schools return to the fall semester in August, traditionally, the week after Labor Day in the U.S. signifies the return to school. It’s an exciting time for students: fresh school supplies, seeing old friends, making new ones, and return to the business of learning.
It’s a little different in the workplace. Labor Day is the unofficial end of summer, after which people return to business as usual. Goodbye to the more relaxed office environment and early Friday departures.
This Monday, we celebrate Labor Day in the U.S. Originally created from the labor movement, Labor Day is dedicated to the social and economic achievements of American workers. The first Labor Day was celebrated in New York City on September 5, 1882.
I mention this brief history, because it seems like fewer people actually know or remember why this holiday exists and have lost connection with its roots. After all, are you consciously thinking about celebrating your social and economic achievements as a worker this weekend?
Do you often succumb to “I’ll do it myself”? Sometimes, hard-driving managers become frustrated when their staff makes mistakes, and as a result, they sing the refrain of “it’s easier to do it myself.”
This is usually a bad idea. Of course, there are exceptions, but overall, it’s better to take time to coach someone about what was done incorrectly and how to do it accurately the next time.
Our world has morphed into one where the need for speed has overtaken much of our lives. So many activities are rushed and sometimes it feels like we’ll in a whirlwind.
Unfortunately, one of the casualties of this pace is taking time to think. Thinking has been all but dropped from our rosters and has been replaced by cramming as much as we can in the shortest period.
Top performers strive for the next accomplishment, soak up new information, and embrace the opportunity to challenge the status quo. They are eager to learn and stretch their minds.
I enjoy asking what people read, because it reveals interesting insights. When I ask the question and receive several interesting selections in response, it’s a data point that suggests curiosity and openness.