Tag: employee engagement
In HBR: The Problem with Using “I Statements” at Work
This article originally appeared on hbr.org. It has become common advice for businesspeople to use “I statements” — such as, “I feel frustrated that you missed the budget deadline twice” — as a way to... Continue reading
In HBR: How to Retain and Engage Your B Players
This article originally appeared on hbr.org. We’ve heard for decades that we should only hire A players, and should even try to cut non-A players from our teams. But not only do the criteria for being... Continue reading
How to Support Employees When They Need Help
“Am I feeling too much empathy for my staff’s problems?” a client asked me the other day. Coincidentally, another client had asked a similar question just a day earlier. Both clients worried that they were... Continue reading
How to Handle Colleagues Who Respond to the Leader and Ignore You
Have you ever worked with someone who seemed like a heat-seeking missile when it came to power, authority, and status? Whether they’re frontline service reps or senior vice presidents, these individuals turn toward their bosses... Continue reading
Want to Be More Effective? Make More Teams of Two
Unless you’re the sole decision-maker, you need employee support for your decisions. Even leaders must rely on networks and coalitions, along with informal ways to collaborate, coordinate, and share. Yet at the same time, at... Continue reading
How to Work with Ambitious Employees When There’s No Growth Opportunity
When you’re lucky enough to employ someone who has the capacity to do superior work and then grow past the job, but you haven’t got an appropriate outlet for them, it can be a challenge... Continue reading
Why You Need to Stop Covering for Your B+ Employees
When you inherit incumbent staff members, you almost never get all grade-A players. But if you wind up with too many people who are stuck at B+ or lower, it can be tough to achieve... Continue reading
How to Look Beyond Your First Impressions of Employees
Some leaders believe they can size up employees and their work styles — even people who don’t report to them — based on how the employees look or seem. These leaders make assumptions along the... Continue reading