When you’ve got a really good person, or team, I think there are two choices you have: I developed this model orginally for remote teams, where the bottom right would […]
Management Style when managing excellent teams or individuals Read More »
We all suffer from imposter syndrome from time to time, especially at work – “I can’t believe they gave me this job”, “Why am I in charge of these people
Mistakes are rarely made by one person – in fact they are usually down to EVERYONE, because anyone could have done something to avoid it, but nobody did. This is
Did you know that rewarding people doesn’t work? Well, yes it does get them to do what you want, (and quickly, and without you having to think and without you
There are several ways that this “denial of need” can happen: The result of the above is that I get asked “…..so can we have something advanced or special rather
I was having a really interesting conversation with my friend Anthony Willoughby yesterday, and he was saying that Belonging and Recognition are everything, because they create our identity which then
Appraisals Back to the floor once a year Challenges and variety Delegate at 80% – not risky if you monitor Empowerment – which requires trust Freedom ladder Growth – training
When you’re thinking about your management style, there are two questions: how much to involve people in the planning (depends on their knowledge and brainpower) and how much freedom to
If you start at the bottom of the J, there are two ways you can go. The left hand route is the “push” route, where you force or threaten people
The length of queues will be proportional to “headroom”, and small changes in supply or demand can made a big difference to headroom, and therefore to the lengths of the
Leaving aside the risk of the job going horribly wrong (which actually can’t happen if you monitor properly, but that’s another story) is there a risk that the job will
Leadership is not all common sense. That’s why it’s worth training your managers, and going on a course yourself. Here are 13 ideas that you probably won’t have discovered yourself,
Final thought – are you as good as you think? Which of these could you be better at? Could you measure these, for you and for your managers? And track
What should you do in your first six months as a manager in a new job? I would say there are three steps: Sponge, Vision, and Action 1. Sponge Soak
Here’s a great list: https://www.loc.gov/extranet/cld/workforce-performance/PerformanceDrivers.pdf. It’s interesting that of the 106 things that managers do when they are trying to improve performance, only 9 of them make a big difference
Have a play and see how much the people side costs you if you get it wrong! The people side of project management / the people side of change is
