How can you be more effective without simply spending more and more time at the coalface?
What are the top points that your team members want to hear about when they come along to their Annual Performance Review (APR)? They want to hear what annual performance rating you currently have in mind to give them and, if that impacts their salary, they want to know by how much.
You're a good HR Director – right? You know the questions about managing performance that managers in your engineering organisation need answered – right? You've already provided the answers they need to these questions – right?
What's in a good conversation? The ability to judge this doesn't always come naturally, especially when you're 'in the moment' and dealing with tricky subjects such as performance.
It's got to be the fundamental part of every manager's job: to drive up the performance of the people who report to them.
Yet it is frightening how many managers treat this critical element of their role in a cavalier way, believing that the day-to-day, in-the-moment conversations they have with their direct reports are sufficient.
If you recognise that fear is undermining performance and productivity in your organisation, you are not alone.
In our recent survey, 49 per cent of respondents said that fear is having a significantly or excessively adverse impact on performance and productivity in their organisations.
Your challenge is how to get other people to buy in to doing something about it. In this blog post, I'm going to outline what you can do to get the right people focussed on reducing fear in your organisation.
Do you want to see changes in your organisation, fast?
We all know the popular saying about how Rome wasn’t built in a day, and it’s true that real, sustainable change doesn’t just happen overnight. However, there are ways that we can work together to implement behavioural and environmental change within your organisation in a reasonable timeframe.
I’m going to discuss some of these below, and also address some of the concerns you may have about making changes in your organisation.
In my previous blog I proposed that, in addition to death and taxes there is, in fact, one other certainty in life – and that is we all feel fear on a regular basis.
And I believe that fear in the workplace is not only time-consuming and costly but that it creates blockages in communication, stifles innovation and gets in the way of business progress.
Watching Charlie Brooker's 2014 Wipe (BBC2) at the end of last year, I enjoyed this short film by Adam Curtis, the controversial documentary filmmaker.
In his film, Curtis suggests that politicians disempower voters by disseminating confusing and contradictory information.
Senior leaders have to paint a compelling vision for the future while pragmatically establishing the steps to get there.
Customer Service teams must give customers personalised care and attention while still hitting strict call-time targets.
Managers are expected to be tough decision-makers and also collaborative explorers.
Head versus heart, masculine versus feminine, soft versus hard – getting the balance right between each is critical to business success.