While different organizations provide different levels of service—from dismissive to reluctant to systematic to reactive to anticipatory—the most effective do it by choice. They understand the return on their service investment and invest appropriately. For those...
First, understand the difference between the three. Then, tell for compliance. Co-create for commitment. Delegate for accountability. Tell In Bryan Smith’s Tell – Sell – Test – Consult – Co-create framework for persuading others, Telling is one-way...
360-degree feedback is a simple tool that can make an amazing difference. It both depersonalizes feedback and personalizes it at the same time.
At its core, it’s a way to gather feedback on an individual in all directions: up, across and down. It provides the “What” in a “What? So what? Now what?” approach to feedback.
It depersonalized feedback by enabling a reviewer to downplay their own personal views. It personalizes it by bringing in the personal views of others. Done wrong it can “shred the fabric of trust in an organization.” Done right, it’s a valuable tool as part of a comprehensive talent assessment and development system.
Before you object to leading questions per se, generally discouraged in direct questioning in a court of law or by neutral journalists, consider their appropriateness as a leadership tool. If a leader directs someone to do something, the best they can hope for is compliance. If they ask completely open questions, they might get any answer. But, if they ask leading questions, they can lead their followers to get to the right answer and direction themselves.
The clearer you can be about who is providing input to be considered and who is making decisions/providing direction to be followed, the less communication issues you’ll have.
1) Disengage from your previous situation; 2) Engage with your new boss; and 3) Do what is required to accelerate progress – in that order.
The “Yes” empowers. The “and” inspires, enables and empowers them to do even more, even better.
Ever notice how great pep talks all have the same message? In one way or another, they all say, “Believe in yourselves.” It’s straight out of Virgil’s “They can because they think they can.” Great leaders own the vision and values – why. They lead strategic thinking around where to play and how to win. Then, they delegate tactical thinking to their tactical leaders to figure out how. Finally, they assume a cheer-leading role at points of commitment and action, because confidence is the key to actors’ success from then on.
Example-making is the most aggressive approach, utilized to send a message to others.
Quick and clean works with aa contained, neutral message.
Face-saving occurs by letting the separation be their idea.
Enhance your influence and impact by focusing on the mission-critical parts of your role and adapting to the culture of the organization to do “Their job, their way.” In most jobs, people find meaning and value by being able to influence others and have a direct and...