People Leading People

I've been working on myself for a long time. Professional development, personal exploration, books, classes, coaches, therapists. I've had more than one conversation about traumatic childhood experiences. And the better I get to know myself, the more astounded I am that strangers are able to work in the same environment and get any results. Or that people leaders are able to do anything to manage performance and morale. We're all just real people walking around with our childhoods in our shoes. That time when I was 10 and I pissed off the wrong girl and she and her friends chased me and threw rocks? Yeah, I know that happened but it took me a long time to understand the influence it had on me as an adult. Mainly, don't say anything that might bother someone else . Guess how that guided me in my first boss role? I was nice but when "bad" news had to be delivered, I bungled it. The first couple of groups I managed did NOT like working for me. No help from my bos

Annual reviews don't have to be "aarrgh" but most people I've worked with react to them with distaste, if not downright abhorrence.  The chief complaint from leaders seems to be that they take too long to write. There's a cure for that. The cure is, do the work throughout the year and don't wait until it's time to write a review to figure out what to say. Here is a fundamental framework for good performance management. Practicing this has many benefits, not the least of which is no-surprise reviews that are easier on everyone. 1. Set expectations and goals up front. You should have a performance planning period, usually aligned with organizational planning and budgeting for the year. Define the big results you need for the year and who is doing what. Get agreements about what "good" looks like. 2. Provide necessary support and guidance - as in, tailored to the individual - such as mentoring, training, providing resources, acting as a sounding boa

Good grief! When did a normal person's workweek become a series of meetings that prevent any actual work getting done? The real tragedy is not the time spent in meetings. The real tragedy is that great things can be accomplished in meetings, real work can get done in there, and people really can come out feeling better than when they went in. Alas, too few stories start with "I just got out of the best meeting!" There's a cure for that. Make them "working meetings." Not "open discussion meetings" or "update meetings" or "everyone go around the table and tell us what you're working on meetings." Why should I have to sit through an hour to pick up a clue about something that affects my work? Here are some tips for creating working meetings: 1. Have a clear purpose and at least one clear desired outcome for your meeting. Is it decision-making? Do we need to come together to solve a problem? Does the leader need input on somethi