Baby Boomers, Gen Xers, and Millennials have vastly different personalities. Actively seeking similarities helps dissolve baseless preconceptions that can interfere with fruitful communication. Focusing on commonalities instead of dwelling on differences.If you want to practice more empathy, experts recommend: This helps you come up with the right things to say in any situation. Cultivating empathy as a leader will allow you to hear your direct reports and also put yourself in their shoes.
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How to work on it: Hone your emotional intelligence, especially your empathy skills. This presents a particular challenge when employees have personality types their managers don’t typically find compatible. As the manager of a team, you must be able to lead and inspire everyone. Why you need it: As part of a team, you might be able to avoid that one person that rubs you the wrong way. Communicating with a variety of personality types.
How to work on it: There’s a fine line between delegating and “bossing people around.” Make sure you avoid that latter by providing context and stakes for each task, setting clear expectations, and picking the right employees for the right tasks.Ĥ. Leaders at SnackNation use to delegate and promote collaboration within their team environment.
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Plus delegating doesn’t just make your life easier, it also lets employees know they have your trust. It enables you to expand your capabilities through your team. Why you need it: Even the best managers can’t do everything themselves. Are they surprised or upset? Ideally, everyone involved in the feedback will leave the room feeling happy and optimistic. Ask employees how the news makes them feel. A recommendation softens negative feelings as employees realize they have a partner in their journey of change. If you’re in a position to recognize areas of employee improvement, then you’re probably also in a position to provide the information necessary to achieve positive change. Try to remove the distracting, emotional aspects of your feedback by simply discussing what happened instead of focusing on how the employee did something wrong. A recent episode of the Hidden Brain podcast explores how verbal feedback – even positive feedback – can trigger emotions that interfere with task performance. Here are a few additional rules to keep in mind as you deliver feedback: How to work on it: To give constructive feedback that leads to positive change, make your comments specific and actionable. They should encourage employees to do more of what they do best while also guiding them to improve on areas where they might be falling behind. It’s a manager’s responsibility to reframe the focus on longer-term objectives. Why you need it: As employees work through their to-do lists, heads down on the day-to-day, they may lose track of the how their work impacts the bigger picture. Giving constructive feedback-both positive and negative. (And fun + easy = a sustainable long-term recognition strategy!)Ģ. Pro-Tip: If you like using digital tools to make your life easier, then employee recognition platforms like Bonusly have everything you need. Bonusly makes it incredibly fun and easy for you to recognize coworkers.
The most motivating managers don’t freak out when things go wrong, and they trust employees to manage their day-to-day tasks without the prodding of a micro-manager. “What do you miss most about the jobs you’ve had in the past and why?”.“What do you enjoy doing most as part of your work?”.According to this Fast Company article, managers should ask questions like: Good managers pay attention, discover employee strengths, and also ask employees for their opinions.
The happiest employees have plenty of opportunities to do what they’re best at. Managers should invest in the plans, checking in often to provide guidance and support when necessary. IDPs marry company objectives with individual goals to make sure everyone benefits. These are customized, thought-intensive strategies for meeting new goals and developing new skills. Invest in employee development by sitting down with everyone to create Individual Development Plans (IDPs).Listening conveys trust and gives employees a great deal of ownership over their work. While it’s easy to assume being the boss means having all the answers and calling all the shots, many strong managers sit back and hear employees’ ideas and solutions before jumping in.Why you need it: As a manager, you’re no longer responsible for only your own work you’re also responsible for helping a whole team of direct reports do their best work.
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