I recently spent the day with two groups of mid-managers, helping them become more comfortable with EOS®, improve their leadership and management skills, and create more accountability. Late in the day, while teaching five important disciplines used by great managers, we had some terrific dialog about providing feedback to employees. The group easily understood the importance of giving both positive and constructive feedback to employees, and about the need to do so quickly (within 24 hours). What they were struggling with was the “how.” In other words, how, exactly, do you give someone negative feedback that is CONstructive rather than DEstructive?

As a Minnesota resident, I often find myself dreaming of warm climates this time of year. The temperature hovers around freezing and I can picture the arid deserts of Arizona or the lush rainforests of Hawaii. Both climates offer respite from the Minnesota winter, but they are decidedly different from one another in flora and fauna. A cactus can’t survive in the rainforest, and ferns can’t grow in the desert.

You wouldn’t think companies are similar to plants, but like a fern in the desert, not all people will thrive in your culture.

This is part 2 of a two-part series. Read part 1 of the series.

Performance management is an ongoing challenge in most organizations. Managers spend hours huddled over spreadsheets, analyzing employee performance metrics, looking for ways to improve performance and boost production. When mistakes happen – and they do happen – the bulk of the blame is often shoved off onto the employee.

What leaders often fail to acknowledge is their role in the errors. Here are two ways leadership can develop employees for greater performance.

This is part 1 of a two-part series.

Performance management is an ongoing challenge in most organizations. Managers spend hours huddled over spreadsheets, analyzing employee performance metrics, looking for ways to improve performance and boost production. When mistakes happen – and they do happen – the bulk of the blame is often shoved off onto the employee.

What leaders often fail to acknowledge is their role in the errors. This lack of leadership accountability can cause problematic issues to continue repeating. This, in turn, causes a decrease in employee morale as frustration and devaluation increase.

Hiring is often cited as one of the most challenging parts of growing a business. When it comes to building your business dream team, right people-right seat decisions are rarely black and white. 

For example: when a new position is created, it’s quite common to have a "right person" on your existing team. This person shares your core values and really wants the opportunity, but falls short on getting it or having the capacity to deliver what the position requires. The question becomes: should you invest time and resources to develop that person or fill the position with someone outside your team? 

Isn’t the answer obvious?