New Manager Toolkit: How to Survive Feedback

Sometimes feedback is hard to take. In this post, I share four tips I tell new managers in our coaching sessions:

  • Remember that there’s a reason you were selected for this position.
  • Be honest with yourself about how you’re feeling at the moment. 
  • Look at the feedback from a distance.
  • Acknowledge what you need to acknowledge.
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New Manager Toolkit: Chronic Body Odor and Communication

Talking costs nothing, doesn’t trigger sensitivities to fragrance, and could actually solve the problem, instead of coating it in floral scent. However, it’s a lot harder to raise a sensitive issue than it is to spray an air freshener. As a new or seasoned manager, you’re going to face lots of difficult conversations. So, how do you address sensitive and difficult conversations with your direct reports? Let’s look at the technique we explore in Gillespie Nimble.

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Beyond the MBA: Three Interpersonal Skills Every Manager Should Master

“You are hired for your technical skills and fired for your lack of interpersonal skills.” Over the years, I’ve seen the truth of this play out time and again.

With that in mind, an article in Chief Learning Officer magazine[1] recently caught my eye. It posed the question: Are MBAs still a valuable development tool?

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New Hire Orientation: From Dead Bore to We Want More!

Training systems are often designed to shovel every possible bit of knowledge into a new employee’s head with the expectation that they’ll be able to apply that knowledge on the job. Does a new employee need to know everything on Day or Week 1? No. They don’t even need a fraction of that. And the knowledge they do need has to support their performance in the moment.

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What You Forgot to Ask Your Last Training Development Vendor

When you hired a training development vendor, you thought you asked all the right questions: What delivery methods do they offer? What is their experience? Can they meet our needs on time and on budget? What do my colleagues say about them?

The vendor delivered content and experiences beyond your expectations, and the participants loved it. Employees and managers alike responded with glowing feedback.

A few months later, you approached the C-suite with a request for more funds for another round of this well-received training.

And the answer came back: a resounding “no.”

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Elements of Effective Management: Triangles Belong in Geometry, Not in Teams

First-time managers face a range of challenges—complicated dynamics with their colleagues, managing friends, establishing credibility, and sometimes, managing older or more experienced peers. In Gillespie’s work with new managers, we see one challenge again and again: triangulation. Triangulation happens when a new manager is faced with an uncomfortable situation and complains about it to a friend or ally, rather than talking to the source of the problem. This issue is prevalent throughout organizations and damaging to teams.

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Gaps in First-Time Manager Training

There are an incredible number of demands on the adult worker today. These demands leave only about 1% of a typical workweek available for training and development—that’s about 25 minutes a week! Some of the fault rests with the technology that’s supposed to make life easier. It also makes us more available to an overload of demands and responsibilities.

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