By Justin Seeley | Thursday, July 23, 2015
There’s a big difference between being a manager and being a leader.
You can be a leader without being a manager—but if you’re a manager and you’re not acting like a leader, then you’re failing yourself and your team.
Management can be easily taught, but leadership is quality that often develops over time, and in a more natural way.
Here’s a comparison of leaders vs. managers. Which one are you … and which one are you working for?
By Jolie Miller | Tuesday, July 14, 2015
My team volunteered me to write this article because they like our one-on-one meetings.
If there’s a secret to my one-on-ones, it’s that I run them on instinct, not agenda. It’s about the people, not about the process, and that has never steered me wrong in meetings or elsewhere as a manager. I want to hear or see the smile on the other end. In fact, if I’m reading body language that indicates there’s a problem, I’ll start a 1:1 meeting by saying, “You don’t look happy. What’s wrong?”
A 1:1 is an opportunity to recharge your employees so they can go back out and do their work with renewed energy, commitment, and excitement. It’s their time—not yours. You can tell you’re being effective if you hear things like, “I feel so much better now that I’ve talked to you” or “That helps” or “I wasn’t sure about it, but now that I’ve talked it through, I get it.”
All too often, though, 1:1s follow humdrum, tactical lists of tasks or become all about progress reports. That’s not good for anyone and can be handled by project-management tracking, dashboards in your company’s systems, and casual drop-by chit chat. The 1:1 is too important a time to focus on how xyz is going.
Here are the elements I keep in mind for my one-on-one meetings.
By Starshine Roshell | Thursday, July 09, 2015
You think your boss is bad?
We asked lynda.com authors to share stories of the worst bosses they ever had, and they gave us some doozies—anonymously, of course!
Look, nobody’s perfect and every manager makes mistakes from time to time. But if your supervisor is doing this stuff, you need help.
The strain of working under a lousy manager can actually damage your long-term professional potential. Watch our short course Dealing with a Difficult Boss for tips on how to cope.
By Jolie Miller | Tuesday, March 03, 2015
They’re everywhere. You’ve seen them. Maybe you’ve even worked for them:
From the micromanager to the tyrant to the checked-out guy who’s never available, bad managers make the work life miserable for everyone around them.
Too many people are promoted up the corporate ladder without the skills they need to lead.
Management isn’t for everyone, and it shouldn’t be. If you’re in line for a promotion or dream of a taking a leadership position someday, do yourself and your potential future team a favor: Take time to assess whether you’re truly ready to be a manager — and a good one at that.
Here are the six things I wish I’d known when I stepped into my first management job years ago.
By Todd Dewett | Thursday, January 15, 2015
You’ve heard the saying: People who live in glass houses shouldn’t throw stones. In other words, it’s unwise to criticize others when you, too, are flawed. Many consider this sound advice, but the adage creates a conundrum for people in positions of leadership.
On one hand, holding others accountable is one of the core duties of leadership. It often involves delivering difficult feedback or making difficult decisions such as letting people go. On the other hand, holding people accountable makes everyone want to examine you and your work more critically. The higher you climb the ladder, the more this is true.
To survive life in the glass house—and in fact to be a better manager than you are now—you must develop a few skills that weren’t as critical early in your career. I’m going to tell you what they are and how to get them.
By Bob McGannon | Saturday, January 10, 2015
Earlier this week, we offered tips for setting up a workspace at home, and establishing routines as a remote worker. This article focuses on off-site team members from another perspective: Managing remote employees.
Managing people who work at home, in other office locations, or even in other countries is a reality many leaders face these days. It comes with some challenges, certainly—but when location isn’t a factor, you also have the opportunity to tap into the greatest mix of available skills to pull off your project objectives.
To help you be an effective manager with a far-flung team, here are five tips critical to your success.
By Todd Dewett | Wednesday, December 10, 2014
Sad but true: We all face ethical dilemmas at work, and have to make decisions that will test our values.
Lots of experts have devised ethical decision-making models to help us, but many are complex or too theoretical.
In this week’s Management Tips, I’ll offer you a simple and practical way to find productive answers the next time you face an ethical dilemma.
By Todd Dewett | Wednesday, December 03, 2014
This week’s Management Tips episode addresses a damaging organizational reality: the Peter Principle.
Named after Laurence J. Peter, coauthor of a popular 1969 management book, the idea suggests that people rise to their level of incompetence.
In other words, successful people are often promoted. But the promotion is based on success in their current role—not necessarily their ability to be successful in the new role. Thus, they often fail in their new position.
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