M. Tamra Chandler, founder of the thriving consultancy PeopleFirm, and co-author Laura Dowling Grealish tell us we can take the sting out of feedback and make it what it should be: a positive and healthy experience for the Extender, Receiver, and Seeker.
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Texting is great when you need to convey information, confirm a plan, check in on a status or send a warm reminder photo of home. But supervision by text, email or smoke signal doesn’t cut it.
Cornerstone OnDemand announced Cornerstone Conversations, a new product that helps organizations foster higher levels of employee productivity, engagement and growth by driving regular, ongoing conversations among their teams.
No one has perfect communication skills; some just keep trying, while others stay the same in their place of comfort over courage. Be the person who tries! Here are some tips to use as a leader for some of the more challenging types of conversations.
Coaching employees is not what it used to be. In response to the demands of the knowledge economy, workplace coaching is no longer about giving directions; it’s about helping employees take ownership. Yet few managers know how to do that.
If your company is experiencing a morale problem, it’s important to diagnose the reasons. To become a high-performance organization, companies must address people issues before they get out of hand, because when people leave, cash bleeds.
Whatever your path to training management, you are a critical part of a high-performing training organization. Remember to continue your focus on professional development to maintain your skill set and value.
Feedback is broken, and we’re paying a significant price for our well-intentioned misuse and missteps. Broken as it is, feedback is much too valuable to throw out. Instead, we need a feedback fix.
The art of managing up and down — simultaneously — is not easily mastered. It takes perseverance, communication, leadership, continuous learning and, most prominently, balance. If you’re a new training manager, it’s easy to become overwhelmed.
Committing to and establishing recurring, personal meetings with each of your team members is vital to creating a constant feedback loop, where everyone receives praise and constructive criticism first and fast.