FieldNotes
Our daily Field Notes email is just the kind of jumpstart you need. A fast read. Maybe less than a minute. Because sometimes it just takes one insight to change the trajectory of the day.
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People Who Rush Through Tasks and Assignments
Some team members work fast. Sometimes too fast. Despite being highly skilled, their work is full of errors, and the quality of their output is lower than it should be. They might value speed over accuracy and quality for a variety of reasons.
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Leading Team Members With an Adversarial Edge
Some colleagues are testy with everyone and on any topic. They take an adversarial stance as their default position and style. This makes them more argumentative, resistant to competing ideas, pessimistic about plans and strategies, and disrespectful of others. In many cases, team members with an adversarial edge have no idea about how they come…
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Agreeing to an Operating Principle Before a Difficult Discussion or Debate
A leader who extends their authority or influence beyond acceptable limits is said to be “overreaching.” This often happens when a leader makes decisions outside of their purview, takes control over situations or people with whom they have no authority, or takes actions well beyond their expertise.
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The Danger of Overreaching as a Leader
A leader who extends their authority or influence beyond acceptable limits is said to be “overreaching.” This often happens when a leader makes decisions outside of their purview, takes control over situations or people with whom they have no authority, or takes actions well beyond their expertise.
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Colleagues Who Take Everything Personally
The more consistent the leader is, the more likely the evidence will demonstrate that they are engaging and operating in good faith and without a desire to harm, harshly judge, or offend the easily slighted colleague. This requires real patience and can test even the best of leaders. Some tests a leader faces are bigger…
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The Ingredients of an Effective Performance Improvement Plan (PIP)
Sometimes, team members need a highly structured approach to perform more effectively. Leaders often require team members who are underperforming in a critical area to agree to such a personalized map for self-improvement. For those in Human Resources, such a structured plan is typically called a PIP (Performance Improvement Plan).
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The Map Is Not the Territory
The strategic plan requires in-depth analysis and a plethora of details to support its soundness. But only the most senior leaders need to know and understand the strategy at that level. Everyone else does not. What team members want is a simple explanation of the big picture, the initiatives involved in execution, and what it…
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When a Colleague Clearly Doesn’t Like You
Making the colleague feel valued and important will often turn the tide. In the words of Dale Carnegie, “applause is a receipt, not a bill.” Perhaps a little applause is all that’s needed to dissolve the dislike. If not, take the high road and engage professionally. You will never regret it.
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The Advantage of Speed
Organizations that figure out how to achieve a best-of-class speed in one or more areas of their enterprise have a big advantage over their industry peers or competitors. Most organizations and leaders underestimate the power of speed to create focus and to achieve better results. But taking advantage of this differentiator normally requires tremendous commitment…
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Deciding What to Delegate
Deciding what to delegate isn’t about dumping tasks you don’t want to do. It’s about developing your team and finding the time to focus on the issues with the biggest impact. When you do things that others could, everyone loses. Good leaders love to delegate. They are not lazy, too busy, or overly trusting, but…