Accountability for Team Goals Belong to the Team-Leader Project-Manager
Organizations don’t hire teams, don’t fire teams, and can only provide feedback based upon the work of the individual and how they contributed to the team goal.
Your Idiot Manager is Ruining Your Chances for Promotion
Having an incompetent manager casts a shadow of incompetence on all who report to him. Determining ways to make her look good, may be distasteful BUT it is the only way for you to get recognized for the great work you are doing.
Why should anyone follow your leadership is a stupid question
If “Why should anyone be lead by you?” is such a stupid question, why does it stump most leaders? You need competence as well as the ability to connect to be an effective leader.
How do you think about the what you are thinking?
The what of our thinking comes from training, reading, experience and other methods of learning.
The how of our thinking is different. It is how you think about the what you are thinking about.
8 Rules in Motivating People Thunderdome Jesus and Optical Illusions
I was with a group of 8 managers. They hired me to coach and develop along with them what they called “techniques and systems to motivate their teams”. What I called The productivity of our people is dropping and we have punished them, yelled at them, offered $$ incentives, and created a Thunderdome process. Holy shit more of the same is not working…we need help! And help is what I do.
Minimum Authority of Managerial-Leaders
Below are 4 Minimum authorities that every manager must have in order to be an effective and trustworthy managerial leader. Each has a short video and written explanation of why the authority is necessary and how can make your team and leadership better.
The Observer Question
Have you ever wondered, why do we care what someone who is watching us thinks? Especially when it’s someone close like a spouse or loved one. Possibly someone who has control over your work, like your manager or subordinate.
Team Building Leadership Goldilocks Just Right Context Setting
Understanding for yourself and your manager and subordinates just how much information about the work and the proper fit of how the work fits into a larger Goal has to be “just right”. This “just right” is like Goldilocks and the Three Bear – neither “too narrow” nor “too broad”, for either will lead to frustration of the team, manager and you.
External Assessments Neuter Managerial-Leadership Judgment
The reliance on external assessments removes the accountability and authority for the judgment of a persons capability to complete and do their best work from where it ought to belong, the direct Manager. Subjugating this task creates unclear expectations and evaluative judgment of the work that people should be doing. This confusion creates strife and a false belief that psychology is what managers should evaluate.
Role-Relationships Make Teams Successful, and Managers Less Stressed
People on work teams don’t have to like each other, but they must be expected to help each other with respect to the work being done. What is often seen as ‘personality conflicts’ is really a symptom of poorly defined roles within the work. Define the roles and the personality issues disappear. Allowing the team and you to get your work done, and to stop having to play mediator.