Working Matters, A Podcast From Bold Enterprises
When acceptable performance becomes a problem, are we jumping too quickly to blame and punishment? Could there be aspects of your corporate structure, culture, or your own leadership methods that might be setting the stage for poor performance?
Fact: People are growing, developing, changing beings. Are you afraid of losing your best workers if you promote them? Fighting their development will only result in losing them to a competitor.
Are our talent search methods serving us well? Could it be that our standardized job descriptions, computerized key word searches, and the use of unformatted text-only resumes are eliminating valuable candidates before we even have a chance to meet them?
What lens do you use when addressing employee problems? Employees are an expense to minimize or an asset to maximize? The lens you choose will have a radical impact on how you deal with four common employee problems.
Both our physical desktop and our computer desktop can get cluttered quickly. One of the issues in whether you can find what you need. The other issue is whether the cluttered desktops are making it difficult to focus and be productive.
Choosing to communicate via phone, text, email, or social network is not only a matter of personal preference, but must take into account the recipients preferences as well. How do you sort through who responds best to a text message and who responds best a personal call?
Where is that conversation thread? On my phone, my tablet, my laptop, or my desktop computer? Surrounded by fantastic, ever-changing tools, when do the options propel us forward and when do they confuse, distract or paralyze us?
Who ever thought we'd experience such a thing as "friend clutter"? News, pictures, and invitations (to name just a few categories) both from people we want to hear from and also from many we don't want to know so much about. What's one to do?
Welcome to a fresh discussion on clutter. Instead of declaring war on clutter as the enemy of effectiveness, listen in as Jorge Rosas and Karl Edwards think out loud about how to figure out what works best for you. The possibilities for creating clutter seem to be growing logarithmically, and in order to stay effective we need to adjust quickly. It…
Certain decision are coming. We know they are on the way, but we don't have enough information to make the decision yet. We cannot afford, though, to ignore, forget about, or minimize their importance in the mean time. What do we do?
If we are working to capacity all of the time, where are we going to get the time and resources to seize unexpected opportunities or problems? We need to build in slack.
For some issues our aggressive goal may be to NOT go backwards. We need to be intentional about where we don't want to give up ground as much as we need to about where we want to grow.
Not every idea is a good idea. The good ideas from yesterday may not be the good ideas we need for tomorrow. We need to decide what to stop doing and what we need to say "No!" to.
How we do strategic planning needs a serious rethink. Instead of creating a one-time plan, we need to develop processes where we revisit and adjust along the way.
As long as failure is a bad thing involving shame, punishment, and other negative responses, we will become increasingly cautious, politically correct, and refuse to make bold decisions. Failure needs to be reframed as learning. If we learned something from every mistake, we would be making needed adjustments sooner and more often.…
We've become overly risk-averse in response to the devastating near-miss our economy experienced. We are sitting on our wallets, postponing investments, not hiring, etc. We need to find ways to take the initiative and create opportunities where none may yet exist.
Companies are culling large job applicant pools with misleading "key words", arbitrary experience requirements, and other impersonal and inhuman criteria. We need to build teams not fill positions.
Instead of waiting until it is safe to go back to doing things the way that we used to, we need to get out of the box in our thinking. We need new perspectives, new frames of reference, and new approaches.
Everyone seems to be waiting for someone else to get the economy going before making important decisions. What sorts of New Year's Resolutions might help us break out of this fear-based passivity?
You have more years experience being you than you do being anyone else. Your best bet for successful networking is being you.
Don't you hate it when someone tries to assess your insurance needs while you're trying to watch your kid's soccer game?
How would it affect your style if you were tracking conversations instead of sales prospects?
People know when you are not really listening to them. Techniques are tools not rules. Drop the games.
Tired of people collecting business cards and building email lists in the name of networking?
Many leaders have good reason to be proud of the workplace cultures they have built in their companies. But times change, people change, teams turn over, and new generations bring new values to their jobs. Are you aware of how and where your workplace culture is serving you well and where it is not?
Some policies and procedures served a specific and necessary purpose when they were first implemented. Could you be holding on to methods and practices that no longer serve that purpose? What might enforcing the status quo be costing you?
Every technology has its loyal fans. But when does our loyalty to a brand exceed its merits in comparison to another? Are we making the best leadership decisions on these huge investments if we're playing favorites without even knowing it?
While rewarding excellence, performance and results is important, some times we favor certain people for their charisma, because we like them, or because we work well together. Can you tell the difference?
Leaders assume they make the best objective decisions possible. But certain patterns and tendencies give away that they might have slipped into playing favorites. Playing favorites can erode trust, credibility and motivation. Can you tell the difference?
People are willing to take risks when failure is viewed as a learning opportunity.
People want to be an integral part of something bigger than themselves.
People change and what if their jobs could change with them?
People are motivated only to the extent that they feel their efforts matter.
Learn what makes people come alive at work and give it their all.
Some people are so nice that no difficult decisions ever get made. Instead of focusing on the issue at hand, these people are concerned that everyone involved is happy. Nice but ineffective. Safe but exasperating. Listen in and get back on track.
Some people's trust levels are so low that they hover over our shoulders, checking in repeatedly, and asking petty follow-up questions so often that there's hardly time to act upon the previous interruption. Listen in before you go crazy.
Some people begin communications with threats, manipulations, or posturing. These bullies shut down communication before it gets started. Is this you? Your boss? Listen in.
Some people quietly let misunderstandings, disappointments and problems simmer and stew until they eventually explode in an eruption of venomous fury. Listen in for helpful insights and alternatives.
In a perfect world all communication would be clear, direct, concise, sensitive, and persuasive. But we do not live in a perfect world. Instead of wishing vainly that our communications were ideal (or at least our boss's), what if we approached it as a messier, more awkward dynamic. Listen in as we explore awkward communication.…
Master the art of demotivation by demanding that your employees achieve a standard you are not willing to hold yourself to. Why model hard work, improved efficiency or respectful communication when you can simply demand it from the team because of your authority?
Master the art of demotivation by leading an employee to believe that a salary increase or a promotion will accompany the achievement of a particular goal. When the time to follow through arrives, you can easily deflect by blaming human resources, budget constraints or some other factor outside of your control.…
Master the art of demotivation by letting your team deal with the ramifications of a change in deadline or budget. Be the hero in your client's eyes by making promises you can blame others for not being able to keep.
Master the art of demotivation by drawing targets out of thin air like, "Increase sales by 20 percent" (even though it's a recession). Why be constricted by facts when you can watch people scramble desperately to achieve what has no grounding in reality?
Master the art of demotivation with goals like, "Work harder" or "Improve your attitude" or "Make fewer mistakes." Treat yourself to hours of arguing over whether or not these vague goals have been achieved.
How do we bring change to our workplace culture itself? You're only one person. Is there anything you can do? Yes! Listen in as we discuss how and when to try the options of modeling, suggesting, reforming and battling.
We work with other people. As much as we'd sometimes prefer to work alone, our work affects others. We need ways to share information, combine efforts, enhance motivation, and be accountable to achieve results.
People are growing, developing, maturing beings. If you feel stuck or bored, you are probably simply "growing up", so to speak. It's time for the next challenge, expanded responsibilities, new skills, or a different direction.
With the possible exceptions of crime and porn, your job is a valid and valuable place to invest the gift of your time and energies. What keeps you back from investing more of yourself in your career?
Do you feel guilty for been so invested in your career? Does your work life feel unrelated to your personal spirituality? We don't need to bring God to work as much as we might consider bringing our work to God.
After your meeting does everyone simply go back to what they were doing before the meeting? We are busy people, and new ideas, initiatives, changes and decisions that come out of a meeting often fail to get implemented. Find out what follow up can do for your meeting.