leadership
Articles
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Management Myth #12: I Must Promote the Best Technical Person to Be a Manager Managing requires a different skill set from technical work, yet many companies promote their best technical workers to management positions. Here are some things to consider when it's time to promote your technical workers. |
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Management Myth #11: The Team Needs a Cheerleader! If you have a cheerleading manager (or, worse, if you are a cheerleading manager) in a troubled organization, then your team is likely missing its purpose. Replace those cheers with transparency, and you might be surprised by the solutions your team will come up with. |
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Management Myth #10: I Can Measure the Work by the Time People Spend at Work Increasing the amount of time someone spends on work does not directly result in better work. In fact, depending on the person, the opposite may be the case—spending less time at the office may improve the results. Johanna tackles myths of measuring work by time. |
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Management Myth #9: We Have No Time for Training It’s never easy to schedule training, but you must if you want the people you manage to learn a new language, tool, or skill. Johanna offers some tips for making time and capitalizing on curiosity. |
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Management Myth #8: I Can Still Do Significant Technical Work The temptation can be incredibly strong for managers—especially new ones—to step in when a technical problem arises. But, that isn’t a very good show of faith in one’s team members. Johanna Rothman writes that as a manager, you have to delegate a problem and leave it delegated. |
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Management Myth #7: I Am too Valuable to Take a Vacation There's a common myth among managers—that they are the only drivers and decision makers for their teams and, therefore, can't take time off. In reality, regardless of the team or workgroup you manage, your team makes decisions without you all the time. |
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Think of the People First Johanna Rothman tackles the Paterno/Sandusky scandal and notes that the truth has a way of always coming out. Will you still have your integrity when the truth emerges? |
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Give Positive Feedback Before Negative? Maybe Not Many people are familiar with the build-break-build method of starting with positive feedback, then the negative, and then more positive. But is that the most effective way to convey your compliments and criticism? Recent research has been done to determine the most effective, and polite method. |
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Management Myth #6: I Can Save Everyone Not every employee is salvageable, and it’s almost always a case of cultural fit. If you’ve provided honest and open feedback and the employee can’t or won’t change, it’s up to the manager, or the self-managing team, to help the employee move on. |
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Management Myth #5: We Must Have an Objective Ranking System An objective ranking system is unnecessary when trying to determine an employee's value, and it can even be detrimental to collaboration on teams. Providing feedback, facilitating knowledge building, and allowing them to contribute are three key ways to help your employees excel in their roles. |
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