You’re Not Too Busy For 1:1 Meetings

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Getting that first promotion to management is a big day.

It represents a new title, a raise (hopefully), and more influence. You are now part of “management.”

That excitement can quickly fade once you realize that as a manager, you have a lot more to do, but the same amount of time to do it. It’s easy to get consumed by the busyness of being a manager.

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5 Ways To Take Your 1:1 Meetings To The Next Level

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Over the course of 2016, we traversed the USA and Europe to moderate our “Helping Managers” panel discussions in five different cities. One commonality we noticed among our panelists was how strongly they advocated for regular check-ins, or 1:1s, with their employees. These open, honest conversations have proven to be beneficial for both parties, but for managers they’re particularly advantageous because they help identify problems early within a team.

There’s a clear difference, however, between simply scheduling regular 1:1s and building a culture of successful 1:1s within your team or organization. So how can you revamp individual meetings within your own company? Below are the five key approaches that top HR leaders recommend.

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What makes a great boss? Successful UK managers reveal their secrets

Great managers are crucial to business success; they help employees maximize their potential, engage their teams and create workplaces that are productive and profitable. That’s why we’ve traveled the globe to learn more about how to help managers go from good to great. From San Francisco to New York, Berlin to London, we had the pleasure of speaking with some of the most forward-thinking HR and management professionals to get their insights.

At our London panel discussion in December, we sat down with:

  • Neil Morrison, Director of Strategy, Culture and Innovation at Penguin Random House UK
  • Jess Critchlow, Learning & Development Manager at Salmon
  • John Catterfeld, Head of Software Engineering at OpenTable UK

We’ve attached a video of the event below, but here’s a quick recap of the highlights:

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Webinar: Making Feedback Less Painful

We all know feedback is good for us. Effective feedback, both positive and negative, can help employees keep track of performance, feel more involved in the workplace and enhance employee engagement. Yet Gallup reports that, only 13% of worldwide employees are engaged at work.

So how can we leverage feedback to foster better communication and engagement?

Jason Lauritsen explains that most feedback processes fail due to a disconnect in how businesses and employees view the employment relationship. Employees nowadays don’t view work as a contract where compensation is exchanged for manual labor. Instead, they experience work as a relationship. Most approaches to performance management are traditionally designed with a “contract fulfillment” mindset – often at the expense of the relationship.

Join Jason as he explores how we can modify feedback processes by designing them to foster healthy relationships. His “relationship test” will illustrate how traditional feedback approaches have been damaging rather than building relationships, and help us better understand how we can make performance management more human-friendly.

Register for our 30-minute webinar

January 31st, 2017 – 10am PST / 1pm EST / 6pm GMT


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Presenter: Jason Lauritsen is an employee engagement and workplace culture expert who will challenge you to think differently. A former corporate Human Resources executive, Jason has dedicated his career to helping leaders build organizations that are good for both people and profits. http://www.JasonLauritsen.com

6 Expert Tips On How To Help Your Managers Succeed

Choosing the right managers is one of the most critical decisions an organization makes. But what makes someone a great manager? While a lot of research have identified qualitative traits of great managers and the different ways they contribute to business success – there is still a lack in understanding of what great managers actually do on a daily basis.

Our most recent panel in the Helping Managers Become Better Managers series was held in Berlin. We welcomed expert speakers from TAM Trainer Akademie (Lorenz Illing, MD), Marley Spoon (Cindy Rubbens, Head of Culture & People Operations) and SoundCloud (Jennifer Beecher, Learning & Development) to discuss the importance of managers in organizations. Below we’ve summarized a few key takeaways:

What behaviors do great managers exhibit?

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Getting the most out of 360 feedback

Guest blog post by Beth Steinberg. Beth has over 18 years of experience in organization development, talent strategy and leadership development. Her focus has been to help leaders and companies with complex organizational and growth issues. Beth focuses on driving useful employee programs, leadership coaching, executive development and organizational development.


 

Few concepts in psychology have been written about more uncritically and incorrectly than that of feedback.. . . Actually, feedback is only information, that is, data, and as such has no necessary consequences at all. – Latham & Locke

360 feedback has continued to gain popularity over the years.  Once a process used only for senior executives, new technologies, and transparent company cultures have propelled the process to include many levels of the organization.  While much of this change is positive, there are many things to think about when you embark upon a 360 feedback process for your team.

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Traditionally 360’s have been done for the following reasons:

  • To understand how the employee is viewed across an organization, including peers, key stakeholders and direct reports as part of a company feedback process.  It can also be used as “upward” feedback on a manager.
  • As an intervention designed to look at an employee’s performance when the manager has a concern that the employee is not performing well, does not align with the values and behaviors of the company, or to gather data on specific issue.  
  • To gather feedback to help the person succeed and develop in their career for development purposes.

During my career, I’ve observed many different reactions to the 360 process. Many times, I’ve seen 360’s go well, and watched the employee benefits from the process.  I’ve also seen the opposite.  Occasionally, I’ve seen total denial and a lack of trust in the feedback and the process, especially if it was used as an intervention, when the manager was looking for negative feedback.  The reaction has depended on why the 360 was being done, how it was delivered, and what happened after the feedback was given.   Continue reading

The Importance of Early Feedback for New Employees

To ensure that your processes in recruiting, onboarding and accelerating new team members into the organization is having the desired effect, it’s critical to get candid and data-driven feedback.

Giving and soliciting this type of feedback is the best way to ensure your investment in the employee experience is paying off and driving company ROI.

Recruitment and onboarding are key processes: get them right the first time and you save yourself the expense of repeating them a few months down the line. A study by the Aberdeen Group found that 86 percent of employees decide whether to stay or go within their first six months.

Read on to learn why early feedback supports new hire success and how to best implement an efficient and scalable process. Continue reading