Do we Need to Identify People’s Weakness?
Are knowing people’s weaknesses sufficient to improve the work?
Team members can be certain about extreme areas accountability and authority
With high change we know less about what to do, how to do it, the path to take or not to take, and who should or should not have the authority to complete team tasks.
How can you make the team better when you are not the team leader or manager?
One person on the team can affect the performance. And if that person has a ‘better-way’ and knows what to-do, I argue they are morally accountable for sharing and applying what they know (this is the root of employee engagement).
You may be the incompetent manager
You may be the person who is unable to handle the complexity of your role. Pointing up or down the hierarchy is easy. It is challenging to see the mess you created within your team.
Where do we start? Current Condition or Ideal Condition
My concern with creating an ideal vision is that we may overlook all the good and useful stuff we are currently doing.
How Teams Work is your data persuasive
Getting buy-in on your team project and task from those who you do not directly manage can prove challenging. Here are 5 areas to check your data against for persuasiveness.
Are personality profiles effective for determining employee competencies?
You are not a psychologist, you are a manager.
Personality factors in individuals are something that every company seems to want to assess and change. There is a false belief that is only reinforced by management “I have these certain personality traits therefore for people to be successful like me, they must also have these traits.”
Employee engagement happens when we change how work gets done Case Study
Employee engagement attracts-trust when we change how work gets done leading to changes in how people work.
Employee engagement repels-trust when we try to change peoples’ psychology.
7 Questions to Solve Team Problems and Innovate Solutions
The power of coaching questions is that they allow the manager to listen to the response, and really understand how and what the person is thinking.
You can enforce attendance you cannot enforce learning
If you want to solve someone’s problem more than they want to solve it, you are enlarging the problem for both of you.