Kindle Notes & Highlights
Take your new employee with you wherever you go.
take them to meetings and other work-related gatherings so they can see exactly how the clock ticks. And then get out of their way. Let them do the job you hired and trained them to do.
All the while, have conversations with your new hire so that you can both reach a lev...
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Never assume your team members will have the job down pat from day one.
Be obnoxious about clarity for one can never be too clear.
Geoff Colvin’s book, Talent is Overrated: What Really Separates World-Class Performers from Everyone Else:
As a leader, when you have a big meeting, it’s important. So why are so many of my colleagues surprised when they hear my team and I practice for big meetings and sometimes not so big meetings? We walk through the entire meeting. I’ll play the part of my leader.
The rare fumble aside, most of the time we’re over-prepared. And leadership notices.
As a leader, you must model clarity in everything you do.
Show them to show up on time. Show them you understand that what they’re doing is difficult. Show them what the goals are. Tell them again. And again. Show them why you’re having this meeting, and that meeting. Show them how this department is helping that department. Show them that they need each other. Show them that they can’t take a vacation a week before the big launch. Show them how to handle themselves in difficult situations. Show them how to lead a meeting. Show them how to handle conflict. Show them when to remain silent in a meeting. Show them when to speak up in a meeting. Show
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Never assume they know.
“Treat a man as he is and he will remain as he is. Treat a man as he can and should be and he will become as he can and should be.” : Stephen R. Covey
Job Role Expectations (JRE)
broadly they sum up the job profile as well as the key impact areas on which the team member is expected to deliver.
Identify how this position is essential to the success of this organization.
Establish what is necessary to do every day in this specific role to achieve the goals of the organization.
Make sure the results listed out are actionabl...
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“Actions speak louder than meetings.”
Make sure there are clear goals and expectations for the meetings. Have action items coming out of the meetings.
Have conversations about things not involving work. When you do, you are teaching your team you are approachable;
I needed everyone on my team to have a really good relationship with each other.
Communication can’t happen at the level you need it to if there are no foundational relationships in place to guarantee it.
if your people don’t like or know each other, they won’t be talking to each other most likely.
I told my team drive-by conversations do not count as a responsible way of doing business.
Great teams over-communicate.
Simply put, accountability is the obligation of a leader (or organization) to account for his/her (its) actions, to accept responsibility for those actions, and share any and all results (good and bad) with transparency.
Easy - clarify everything for yourself, first.
Fix the issue: You sit down with Bob right away, ask about the status of the report, why he’s running behind and how he can avoid being late next time.
Don’t get trapped in the “time suck” of fixing problems. Address the bothersome issue and address it now. Today. Immediately.
Sit down with any new hires who aren’t on the same page and start a dialogue. Ask them to describe how they envision their position. If they are off base, correct them gently. Give them a new start and a reason to want to do their job well. The results will amaze you.
“This isn’t working out. We want to keep you as an active team member of our team, but we need to see a shift. Here are the steps you need to take in the next 30 days to ensure your place on the team. We’ll check in with you in 30 days.”
This simple process asks employees to list the strengths and weaknesses of their coworkers.
The remaining negative 10% should be offered to personnel only if it provides value and will enhance the overall integrity of the team.
The goal is to have team members Progressing and Prospering.
Remember your team will always be just like you. If you’re disorganized and have poor communication, so will your team.
Show appreciation, give raises or bonuses, budget for them; they will help you to retain your franchise players.
Once your team members begin to believe the “good” thing you say will be followed by something “bad”, you will never again be able to offer a genuine compliment.
remember to give plenty of affirmation and compliments as well.
genuinely inquisitive.
Don’t be accusatory.
If you are calm, cool, and collected, your team member respond in kind.
One of the ways to avoid this is by understanding what type of personality you and your team members have by utilizing one of the many personality tests available on the market.
But, if we listen to what they have to say before we push them off a cliff, we might discover a solution to the issue.
When the conversation is over, everyone should both feel empowered to move forward doing what is right in the interest of the company or the organization.
Deal with conflict head on and in the moment,
Your core values need to be communicated to volunteers at the same pace and in the same way you communicate them to your team.
Let them know you appreciate and need their help, but that they are under the same guiding values as everyone else.
Institute a recognition program.
Provide clarity and communication on the front end - always on the front end - of every volunteer role – never forget this.
Here is the single greatest secret to maintaining integrity as a leader after letting someone go: Reach out to them after a period of time and ask how they’re doing.
