The people part of business operations.

the ceo magazine, decision making

Working in the corporate world, I quickly became demotivated when I was told what to do. It was as if I did not know my job, was not trusted, engaged, or empowered—all necessary elements of a high-performing team.

I challenged my boss one day when she came into my office telling me what I needed to do. Her instruction made me feel unimportant, I said.

“How should I manage you?” she asked in turn.

I suggested she try asking me and other team members instead of telling us; engaging us made us a more productive team.

the ceo magazine, business management,

One of the toughest parts of being a leader is giving and getting feedback. Without feedback no one knows where they stand. Input from those involved is a must-do when it comes to overall performance and productivity.

Today is feedback day. Conduct casual one-on-one interviews with team members—from those who contributed heavily first, to recognize their appropriate behaviors; to those who did not contribute at all, to get them more involved.

the ceo magazine, performance review

When you conduct performance reviews, you have the opportunity to make a difference. That difference relates to your team members and their desires, which in turn translates to reaching corporate objectives. Allow me to explain.

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