The work of managing performance is simple and specific. That doesn’t mean it’s easy to make time for that work, or that it is the most fun part of a Manager’s job. But it IS part of the job.
About Laurie Ford
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Entries by Laurie Ford
I’ve often said that “Leaders speak the future – Managers make it happen.” In writing a recent paper, and reviewing a client’s organization change project, that became even clearer. Change leadership and change management really DO need to be two different things.
Private conversations are useful in the workplace for some things, like hiring or re-positioning someone. But performance conversations – agreements for what people will deliver – are best done by the group. It builds teams, increases integrity, and improves “delivery performance”.
People pay attention to people – and make lots of assessments and judgments. That’s natural. But it maybe not the best way for a manager to support high performance or reach an organization’s goals.
When your Boss is not paying attention to what you need, and you are managing a group of people who want to become a team, what do you do? Claire paved the way.
Workplace performance sometimes needs to be addressed more specifically, to clarify what you really want people to produce. Separating performance from personality might create the space for greater understanding of what performance means in your particular workplace.
We wonder why executives don’t leap at the chance to make “changes for the better” in their organizations. Here’s a thought: you’re not changing one thing – you’re changing a network. Put on the kid gloves.
Understanding is a two-way street. If you want me to “understand” your expectations, you’ll need to hear me out on what it would take to put them into action. We both get to talk, and we both have to listen. This is an Understanding Conversation.
Ever heard of an “existence system”? Well, you probably have one – it’s what you use to keep your Do-List(s) and relate them to your calendar. Here are some thoughts from a contractor we know who has a bulging Do-List, a full calendar, and has managed to stay sane and happy. Interested?
Is “management” purely a people-skill? Or are there specific tasks and responsibilities that come with the job of being a manager?