Over the years, I’ve worked with people who have been promoted into senior leadership positions and need some help adjusting to their new roles. Many of them have advanced from managerial jobs, but something just isn’t quite right in their new capacity.
The essence of these challenges is that these people haven’t moved forward with their promotions. For example, recently promoted senior level managers still operate from a mindset of middle management.
Leaders find that accountability – or, more accurately, the lack thereof – is one of the more challenging issues in the workplace. How do you get people to do what they commit to do…especially when often they don’t stand by their commitments?
Creating a culture of accountability takes work and dedication by the leaders of an organization. You can’t just post rules and guidelines and expect people to follow them. They won’t. And you can’t expect behavior to change overnight.
Have you experienced situations where employees resist raising their level of performance because of co-worker resentment? This might sound crazy, but unfortunately it happens . And it’s up to you to stop it before it gets out of control.
A few years ago, I delivered a leadership program over a period of weeks. One of the participants, Jeanne, eagerly returned to her office each week with the intention of applying something that she learned.
Do you add so many tasks to your to-do list that it becomes harder to keep up as the days creep on? Many people have this challenge, especially with so much pressure to do more in less time.
Most leaders keep up (or try to keep up) with urgent activities, such as client-related deadlines, internal deliverables, or follow-up meetings. If you have a deadline, you’re more likely to get it done.
No one likes to fire an employee. It’s uncomfortable – even distressing – depending on the circumstances. But it’s one of the realities of managing; in fact, the rest of your staff will take note of how you handle it.
Here are a few examples of what not to do based on real situations that happened to three different clients.
What is your preferred style when delivering feedback? Some people embrace opportunities to offer positive accolades for a job well done. Others are quick to criticize what didn’t work well and focus on what needs to be done differently the next time.
Both types of feedback are necessary. You need to acknowledge the good as well as offer suggestions for improvement.
Have you ever clung to an old narrative about an employee even if the circumstances have changed? For example, let’s say you reigned in a “renegade” employee six months ago and the person subsequently adapted to more moderate behavior.
In this case, the former scenario no longer exists. But you’ve recently discovered that the employee is actually underperforming because he’s following your previous directives to the letter and is timid about taking advantage of new opportunities.
Traditionally, the week after Labor Day in the U.S. signifies the return to school. This is an exciting time for students. It’s time to buy new books and fresh school supplies, get excited about seeing old friends, and return to the business of learning.
It’s a little different in the workplace. Labor Day is the unofficial end of summer, and after the holiday people tend to return to work with a little more focus. Goodbye to the more relaxed office environment, casual dress, and early Friday departures.
I know that summer is not over officially until the September 22, but Labor Day weekend has always been the unofficial end, otherwise known as the “cultural end” of the summer for people in the US. This year we had 14 weeks between Memorial Day and Labor Day.
Did you miss it?
Too many people are afraid of making mistakes. They take the safe road and try to stay under the radar. “Good is good enough,” because if they stretch too far they may make mistakes.
Simply put, they play it safe.