 by Maura Thomas
Around 11 p.m. one night, you realize there’s a key step your team needs to take on a current project. So, you dash off an email to the team members while you’re thinking about it. No time like the present, right? Wrong. As a productivity trainer specializing in attention management, I’ve seen over the past decade how after-hours emails speed up corporate cultures — and that, in turn, chips away at creativity, innovation, and true productivity. If this is a common behavior for you, you’re missing the opportunity to get some distance from work — distance that’s critical to the fresh perspective you need as the leader. And, when the boss is working, the team feels like they should be working. Think about the message you’d like to send. Do you intend for your staff to reply to you immediately?  by Key Step Media Time to read: 4 min. Whether you are a team leader or a member of a team, you will likely encounter situations in which you need to offer criticism or constructive feedback. While this can be difficult, giving feedback is a necessary part of leadership and being a member of a team. Teams that openly address counterproductive behavior create an environment that fosters continuous development, learning, and innovation. The ability to give effective, emotionally intelligent criticism is essential to high levels of team performance. What Does It Mean to Offer Effective Criticism? People who give effective criticism balance empathy and an understanding of the person they are giving feedback to with an objective and calm demeanor. From Bad Bosses to Safe Spaces - How to Create Psychological Safety in Management Relationships6/6/2018
 How to Create Psychological Safety in Management Relationships by Maktuno Suit - Leadership Consultant & Psychotherapist
Christine dreads going into work everyday to face her manager, Paula. She feels as though Paula is ready to criticise her for any mistake that she makes and hence tries to avoid her due to the anxiety that she feels in her presence. Christine spends excessive amounts of time trying to make her work ‘perfect’ before presenting it to Paula - fearful of the critique she will receive. Christine feels like she is constantly undermined and that Paula is threatened when she performs well. Christine describes her as a ‘bad boss’ who makes her feel unsafe and she is looking for a new job. Recently, the notion of creating psychologically safe cultures and teams in the workplace has become central to our understanding of an effective organisational environment.  By Betty Liu - Host and editor-at-large, Bloomberg Markets
I get asked this question quite a lot. Everyone wants to know what the secret sauce is to succeed in the corporate world. And I hate to disappoint but the answer is simpler than you might think. And no, the trick isn't being smarter than everyone else. It boils down to one thing: how you interact with people. True we can all rattle off examples of jerks who have succeeded, but in my experience, those who succeeded most in the corporate world have elevated EQ skills. Surprising?  “Retrospectives” are common at tech companies and startups but still underused everywhere else. They shouldn’t be. (Getty Images) BY XIMENA VENGOECHEA 5 MINUTE READ
It happens to high- and low-performing teams alike: The ties that bind everyone together just aren’t as strong as they could be. Maybe you’ve inherited a team that’s always been sluggish and uninspired, or one that’s usually steady, but the trust is eroding under pressure. Or perhaps you’re just trying to take your team to the next level. Whatever the case, every team needs to reflect once in a while on what could be improved. It’s human nature to be conflict-averse, but it’s every manager’s job to bring points of conflict out into the open and move forward together. Unfortunately, most meetings aren’t the best venues for doing that. Typical team meetings focus on planning what’s ahead–an upcoming project, the next quarter’s top goals and metrics, expectations moving forward. But there’s a simple alternative, focused on reviewing the immediate past, that can change how your team works for the better.  Digital Teams - Silo Mentality Nigel Casey BSc (Hons) Digital Technology, Design & Innovation: Learning & Development at DigitalProfessionalsAcademy.com Whether you work in the realm of digital development or not, your teams are without a shadow of a doubt, already digital. Whether you work in an organisation or as a freelance professional, you work in and with digital teams. The digital age is upon us and you are in it and a part of it whether you realise it or not. 1. Silos in Digital Teams Encouraging, enabling or tolerating silo mentality is not good managerial practice by any stretch of the imagination. It describes a situation in which co-workers tend to operate independently to such an extent that information does not flow fluidly across teams or departments. I believe that most of the time employees do not choose to work in Silos, nor do they do it with the intention of gaining the upper hand, deliberately withholding information or sabotaging co-workers’ progress. They simply have their own, often fine-tuned systems for getting stuff done, having found a way to operate that works for them individually, without considering, or even being expected to consider the implications and how their modus operandi affects overall productivity. Clearly, the end result can be described as the left hand not knowing what the right hand is doing, or even attempting to do. Lots of hands, all waggling around independently from one another, all doing their best. ...Click 'Read More' below  Emotional Intelligence at Work Suzie Doscher:
Great tips by Harvey Deutschendorf relating to the soft skills also known as Emotional Intelligence. I find in my coaching practice helping clients recognize when emotions are interfering with clear thinking is extremely helpful. Harvey raises a very valid point with this statement: "Not only does a leader with low emotional intelligence have a negative impact on employee morale, it directly impacts staff retention. We know that the biggest reason that people give for leaving an organization is the relationship with those above them." Research has shown us that more than 90% of top leadership performers have a high amount of emotional intelligence or EI. The higher up the ladder that leaders are, the more people they impact and their EI becomes increasingly important. The person at the top sets the atmosphere that permeates the organization, including the emotional temperature. ...Click 'Read More' below |
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