At its heart, good communication is about getting the right people together at the right time to discuss the right topics. We found examples of this while helping a client potentially save billions of dollars. Read more to see what that experience taught us about communication.Read More
Grit is the ability to stick with something over time until you’ve accomplished your goal, met your challenge, or mastered your skill. What causes one manager to decide to quit for an “easier job,” while another battles setback after setback and through it all keeps asking for more support to improve her leadership skills? It’s all about grit, and organizations can take steps to build it in their people.Read More
Before becoming a manager, you were likely the star player on your team. You’re driven and ambitious and always get the job done. But now that you’re leading a team, you realize not everyone shares your drive. Forget about committed—half your team is barely compliant! They aren’t doing their jobs as expected, and it’s driving you crazy!Read More
A colleague expressed it well: she knew how to teach technical tasks, like how to add a user account, but she doesn’t believe it’s possible to teach soft, squishy skills, like how to lead. As the creator and facilitator of our leadership development program, Gillespie Nimble, I’m going to shock you and say that I agree 100%.
And that’s why I’m a facilitator, not a teacher or instructor.Read More
Loneliness is linked to poor mental and physical health, lack of sleep, and weak social skills. Together those mean higher incidents of absenteeism, lack of productivity, and decreased focus on the job. As a manager, what can you do to decrease loneliness?Read More
Many managers believe there is only one right way to perform a task and any other way will fail. But with adults, most of the time, it is more about the product than the process. Are you one of these managers?Read More
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.
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.Read More
“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 recently caught my eye. It posed the question: Are MBAs still a valuable development tool?Read More
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.Read More
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.Read More
Last week I shared with you my own mistakes and lessons learned as a first-time manager. I lacked the fundamental leadership skills needed to be in a management role, which caused a lot of difficulty for own job, my team, and my organization. We’ve opened this topic to the public to share mistakes they’ve made as a new manager, in order to reflect on how leadership development may have been useful for them.Read More
I can remember how excited I was to get my first office as a new manager. At 21 years old, I didn’t even care that the office came with a drain in the floor, or that it was a converted first aid room nestled between the men’s and women’s restrooms.Read More