As a manager when to coach and when to tell depends on your context and the time plus work complexity of the task.
Moving feelings into observations makes team progress pragmatic.
Team building focuses on the present. What is working well and how can we amplify what’s working.
Changing perspectives and finding times when the solution has happened or might happen or can happen. Will point to the solution itself, making the problem irrelevant.
The minute you think that no-one has any great ideas or believe that you have to be the hero is when you are blind to your own negative reinforcement of people.
If the goals are too small people feel micromanaged. If the goals are too large people are lost and unsure what to do, macromanaged.
Properly delegated Contextual Goals are Goldilocks Goals…They cannot be too big or too small. They are just right, and matched to the person.
As a manager, developing staff is your job. It cannot be delegated off to Human Resources, Organization Development or someone else. You are the manager. Your primary accountability is to add value to the team and staff.
There are three lines from recent reading and research I’m doing that keep haunting me and have made me explore my frame of thinking and consulting. How do I approach team building; as a scientist? as a engineer? In what ways might I serve to create a bridge for teams and managers to understand their … Continued
Changing the appraisal / evaluation period from once yearly to monthly allows you as the manager and the employee to work in shorter time, adjust and move together towards shared work goals. This way either one of you can adjust and improve your performance in a time-span that allows for improvement and feedback.
What are you already doing that is working well?