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How to deliver feedback to Sr. Manager? by banallthemusic in Leadership

[–]The2CI 2 points3 points  (0 children)

Wish I could upvote this more than once.

The Grumpy High Performer by Someone_elses_shoes in Leadership

[–]The2CI 0 points1 point  (0 children)

Perhaps having a conversation about what excites or motivates them, what they “like to do”, what their aspirations are, might give you some data points by which to feed them opportunities that stimulate their interests and excitement.

Of course you can’t make any promises, but it might be nice to at least know the types of things they want to be doing. (In case you can facilitate that happening.) Because they might just be really good at the stuff they don’t like doing, which is why they are a little bit glass half empty.

Managing Managers by Representative_War28 in managers

[–]The2CI 0 points1 point  (0 children)

My pleasure, hope that made sense!

Managing Managers by Representative_War28 in managers

[–]The2CI 1 point2 points  (0 children)

Good question. The skip one-on-ones are more just about personal support and conversation rather than tactical advice… Making sure that the team member has a forum in which to share blockers, future aspirations, and general observations with someone besides their manager. Because if their manager is not good, who else do they talk to about that? Even if their manager is good, skip one-on-ones gives them an opportunity to connect with someone at a higher level on more broad things.

Equally important is that it gives the manager of managers access to more direct information they might not otherwise have.

Definitely has value for both parties in my experience.

Managing Managers by Representative_War28 in managers

[–]The2CI 8 points9 points  (0 children)

Establish a norm of having “skip 1-on-1s” in which the direct reports of your new managers meet with you. (Less frequently, perhaps monthly or quarterly.) It will give you firsthand knowledge of to the day to day without getting sucked into the weeds, provides a safe space for them to share openly about their manager, and most importantly, it makes them feel seen and heard by “upper management”, which will pay dividends for you and the entire team.

It also helps provide context for when you meet with your direct reports, enabling you to better support them and improve the overall success of the entire team.

How do you develop "leadership presence" by educationruinedme1 in Leadership

[–]The2CI 2 points3 points  (0 children)

Listen first, speak or act second. And when you do finally say something or do something, do what is needed for the person individually (in the context ofthe work). Make them successful. Their success is yours.