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Month: July 2022

Pent up – What to do with Irrational Feedback

Pent up – What to do with Irrational Feedback

We all need a way to deal with irrational feedback. I love how a group of Creatives in Ireland formed Creative Catharsis to handle that kind of feedback. They created hilarious posters featuring some of the ridiculous client feedback they had received over time. Some of these will be familiar if you’ve ever been a Creative. When you implement, you’ll want to create an outlet for handling the irrational elements. Creative outlets, like the one in Ireland, will not solve irrationality, but they will keep you sane….

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The Middle Manager’s Guide to Middle Management: Books

The Middle Manager’s Guide to Middle Management: Books

Managers account for 70% of variance in employee engagement scores. Gallup, 2014 Why Great Managers Are So Rare It’s daunting for a leader to think that most of their employees leave because of them. As a middle manager, it is too easy to attribute this rationale to reasons above or around you. However, in a survey by Career Addict, 4 in 10 employees stated that they would return to their jobs if their boss were replaced. Still, 40% is an…

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War Time vs. Peace Time – Preparing for Implementation Role Change

War Time vs. Peace Time – Preparing for Implementation Role Change

In the last episode of Band of Brothers, a mini-series following the US 101st Airborne Division during World War 2, the troops from Easy Company – who have been through hell and back, are struggling with their new roles. Then, the war is over — no more fighting. No more dying – or so you’d think. But, somehow, the troops continue to die – this time, instead of at the hands of the Germans, they turn on themselves. Easy Company…

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The Grass is Always Greener on the Other Side – Unless You Are a Fish

The Grass is Always Greener on the Other Side – Unless You Are a Fish

“The grass is always greener” is a common phrase leveraged to combat employees fleeing a company. Often, that phrase is used to help employees understand that they may have an inflated perception of their new job offer. Like, beer goggles, but for jobs. It turns out it’s an actional Syndrome. If your employee is showing a “grass is always greener” rationale for leaving their job, there is actually another approach worth considering. What’s your Water? Many core aspects of one’s…

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Book Review: Changing the Conversation

Book Review: Changing the Conversation

With an MS in Conflict Studies and Mediation, Dana Caspersen knows conflict. In the book, Changing the Conversation – she starts with 17 principles and anti-principles that help break down conflict into actionable guidelines. The book doesn’t ask you to avoid conflict; it only enables you to think about your role in the conflict and how to best resolve it. Dana separates her book into three sections: Facilitate Listening and Speaking, Change the Conversation, and Look for Ways Forward. Overall…

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When Lean is Too Lean

When Lean is Too Lean

There is a meme circling Twitter right now where Executives believe that Agile = Waterfall but with daily meetings. In Corporate America, “Agile” and “Lean” have often been misused to push projects (and people) fast. For example, it’s not uncommon for a disconnected Executive to demand quick results regardless of whether that’s wise. This particular Executive may shout terms like “Agile,” “Lean,” and “Just add it to your add it in your Stand-up Meeting” to justify pushing people fast while…

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When Receiving Feedback, Humanize – Don’t Personalize

When Receiving Feedback, Humanize – Don’t Personalize

You probably think that’s a ridiculous title: When receiving Feedback, Humanize – don’t personalize. But, of course, you will personalize feedback; that’s the whole point of feedback. And I agree with that. But let us be a little bit realistic – do you listen the same way when you hear feedback about yourself as someone else? I would argue that if you are sensible, the answer is no, and that’s what I mean by “Personalize feedback.” It is innately easier…

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Organizational Change Potential – A Realistic Workplan

Organizational Change Potential – A Realistic Workplan

Part 5 of 5: Continued from a Previous post There are four common areas to address when preparing to implement change in your organization: Pressure for Change A Shared Vision A Capacity to Translate to Execution A Realistic Workplan Let’s talk about a Realistic Workplan. What does a Realistic Workplan mean? From the book – A Beautiful Constraint (Source: &Strategy – adapted by Michael Hay): We need to have mapped out the practical steps it will take, with realistic expectations…

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