Posts Tagged ‘Teams’

Performance Management – The impact of not addressing issues

March 29th, 2011

In a previous blog entry (Performance Management – Managers need to be role models) I discussed the significance and importance of Managing Performance in a team or organisation and, in particular, looking at the role of the leader or manager in doing so. But what are the consequences of not addressing performance issues that arise, how might this lack of action impact on the other team members or individuals around them? How might it begin to impact on the team, the company, your customers for example? Here are some ideas to consider;

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Email Use – Do’s and Don’ts

January 26th, 2011

A simple list of Do’s and Don’ts that might come in handy when using email as a communication tool.

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7 Principles for Leaders in Managing Transition

January 24th, 2011

 A simple checklist that will be useful for any leaders or managers who are currently taking their organisation or team through change.

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Email Communication Tips

January 19th, 2011

As many of us use email on a very regular basis I thought that it might be useful to provide some guidance to consider when writing them.

So….. when writing emails to anyone make sure that it has the IMPACT that you want it to have;

  » Read more: Email Communication Tips

Feedback; It’s a gift, you choose what to do with it…….

December 30th, 2010

Let me start this blog with a bit of a story (just bear with me here)…… A few years ago we were on holiday with some friends who had a young son and to keep him occupied they had brought along a kit for him to make bracelets. One quiet afternoon he decided to make everyone a friendship bracelet. He spent ages selecting the materials, choosing the design and then making each one. He then took great pride and pleasure in giving each of us our own individual bracelets. Whilst it was a lovely idea, with lots of thought, care and attention going into the making of it, the skills didn’t quite match up to the intention and well… it wasn’t the best bracelet that I have ever seen. However the thought behind it was wonderful and meant a lot to me. Here was someone who had taken the time effort and trouble to make and give me something. In fact, it meant so much to me that I still have it, although it now adorns the gear lever in my car, yet I often think about who made it and where we were at the time whenever I look at it.

 

In my view feedback is like my bracelet -the person giving the feedback will have spent time, energy and given some thought to the feedback they want to give you and will why they want to give it to you. It is my belief that very few people set out with the intention of upsetting others and it is therefore likely that they will also have your interests at heart, especially if they know you well and care about you as a friend and / or colleague.

» Read more: Feedback; It’s a gift, you choose what to do with it…….

Organisational Change; Looking after those left behind…

September 28th, 2010

In times of organisational re-structuring attention is quite rightly given to those that are being impacted and who are leaving the business due to redundancy. But beware of forgetting to spend time and effort thinking about the people that will remain in the ‘new organisation’ as well, otherwise it could cost you in the long run.

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Performance Management – Managers need to be role models

September 16th, 2010

I caught up with my friend the other day, the one who told me of the new team leader who had got off to a shaky start with her team (See my previous blogs post: A New Manager). Well, it transpires that this new team leader is also not that understanding when it comes to Performance Management either. It seems that she still has some way to go in her development as a manager!

Now, in my experience, all leaders and managers, but especially senior ones should ‘be’ what they expect their staff to ‘be’. In other words they should be role models of the behaviour and skills that they want their staff to demonstrate and use. Now, presumably the performance of your staff and company are interlinked (they have been in all the organisations that I have worked in) and thus there is an intrinsic need to achieve the best performance that you can from your team. It follows therefore that if you want your managers to support and improve their staff performance, you should be using and demonstrating that same behaviour when you work with them.

  

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Evaluating Meetings – Meeting Nightmares!

July 23rd, 2010

Meetings seem to have been a hot topic of conversation on the web this week with quite a few comments on Twitter and then on Training Zone http://bit.ly/bjqsqk. All this chatter got me thinking about some of the meetings that I had been in that had been well run and then some of the meetings that had ‘lost there way’ and not been very successful at all.

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Challenging Negative Behaviour

July 13th, 2010

It is always difficult to tackle negative behaviour in a positive way that corrects the issue without causing resentment and / or damage to the relationship.

The BIFF model is one of the simplest and most effective ways of guiding your approach to the situation that I have come across.

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A New Manager……….

July 12th, 2010

I was having a conversation with a friend of mine yesterday who was telling me about a new Manager within their organisation. Following a re-structure this person has been appointed to the newly created role of Area Manager and is responsible for 2 or 3 teams spread across a geographical area.

The story continued in that the new Area Manager has now been in position for approximately 5 weeks and to date there has been no contact with their new team(s) either individually or collectively. It appears that the only way to get to meet with the new manager is to phone them direct and ask for an appointment in their diary.

» Read more: A New Manager……….