It can be easy to think of performance as either good or bad, though that sometimes misses a key item: what is the expectation for that role.
In this video, Ivan breaks down two specific ways to help team members do this to improve their direct communication, and to help define what the parameters are with any situation.
Chad Lingafelt, Managing Partner of LocDoc Security & Host of the Coffee Break Podcast talks with us about how leaders are impacting team performance. (Part 1 of 2)
How often does your team productively discuss issues so people walk away satisfied with the result and how the team got there? We want to help teams be clearer with what they are doing, so they create better outcomes and stronger relationships.
What about someone who DOESN'T want to advance? In conversations around a team member wanting future work to "be the same," it will be essential to include the requirement of evolving with the role—the job description, tools, processes, and players that define a job today will certainly change.
What does it really mean when we say something is “right” or “wrong?”? It’s usually a quick and lazy way to assess some particular idea or solution for the scenario in front of us. Using “right/wrong” can also create confusion when situations change. So, how do you stay out of the “right/wrong” rut?
On a weekly basis, I help leaders overcome the aggravating problem of getting others “to do their job.” It’s incredibly frustrating and exhausting when a teammate isn’t following through on his/her part of the work. Often (because you’re running 200 mph) you end up compensating for them and doing things that aren’t your responsibility. It’s tempting to think, “it’s easier if I just do it.”
Just like a friend who's pointing out something interesting or exciting, you can support your teammates with feedback and help them see something they weren't! Providing feedback can be just that easy.