Many managers feel pressure to deliver finished work. They plan and replan—and ask the teams to plan and replan. They plan to be able to predict the future. But there are several problems with all this planning: These plans require prediction at all levels, from strategy to product to what the team delivers. That’s a […]
I don’t know of anyone who likes layoffs. However, they are one tool in your management toolbox. But so many layoffs don’t return the results the managers expect. Worse, the layoffs alienate the previous employees and the survivors. And the customers? If your customers can tell you laid people off, you won’t get the business
Any time we mess with people’s money, status, or ability to work, we create emotions—for ourselves and the other person. As managers, when we offer a job or a promotion, those emotions tend to be happy. But layoffs? Those emotions are rarely happy—for anyone. If we try to bury those feelings, we might appear as
Do you know what to say when it’s time to lay people off? The first time I had to lay someone off, I had no idea what to say. However, if you have a reasonable context, you (or HR and you) can create a script you can use to make a layoff a respectful and
Too many leaders work solo—and that’s because their managers expect them to do so. However, these managers and leaders often need other leaders across the organization to deliver the necessary work. In that case, one-on-ones can help. These peer one-on-ones can help build trust, clear impediments across the organization, and create allies for change. How
Your company is planning a layoff, and you’re one of the managers who has to decide and deliver the bad news. What do you say? What do you do? Almost everyone I know who has to do the laying-off feels terrible about that. But you can create a congruent environment and make it possible for
Most managers I see feel a ton of pressure for delivery. The managers need to “deliver” more projects, products, and features. That pressure rolls down to the teams. Too often, the team hears, “Can you just do a little more?” That often leads to the so-called “quiet quitting” problem. The problem isn’t quiet quitting. The
The news is full of this “quiet quitting” idea. Supposedly, employees are doing just what the work demands and no more. That sounds reasonable to me. (See the blog post, It’s Time to Clarify Work Boundaries and “Quiet Quitting.”) I don’t see why people should do “more” than a day’s worth of work in a day.
The news is full of this idea of “quiet quitting.” That’s where people do just what the job requires and not more. Well, I have a contrarian view: Why do managers think it’s okay to ask people to do more? What is it about “more” that managers want? In Practical Ways to Lead and Serve
We’re pretty good at knowing when someone is a good fit for a technical role. But how do we know when someone is ready for technical leadership or management? That’s a lot more difficult, and that’s because leadership or management—at any level—is a different job than working in the technology. Here are some ideas based