Managing your manager
This week, we’re going to talk about having a bad boss.
Read more
Archive
Actually becoming a better boss
There are some changes that should be announced. Things that everyone needs to be prepared for and participate in need a well-thought-out “communication plan.” But lots of change — most change — doesn’t need any announcement at all. We’re big admirers of quiet, humble change. No bombast, no proclamations. In this week’s edition: How to really make a change.
Read more
Emailing when you’re angry
I feel compelled to write Bad News emails because I don’t have a very practiced in-case-of-emergency plan. Somewhere in the back of my mind, I know I’m supposed to dump baking soda on a grease fire. Similarly, I think I know to be cool-headed and gracious when there are work fires to put out. But it’s a challenge to override the instinct to just run around flapping my arms. Or, to blast off outraged emails. In this edition: when to not email, what to do instead, and how to calm your rage.
Read more
Delegate responsibly
You already have a list of tasks you know you shouldn’t be spending your time on. (If you don’t, start by figuring those out.) What do you need to add to make each one meaningful? Try looking one or two ladder rungs above the task to find the larger result it’s supporting. That’s where the ownership is, and that’s what you should be delegating. Here’s how.
Read more
Playing favorites
There’s a difference between favoritism and having favorites. Of course we all have favorites. Favoritism is when that unspoken stuff that makes someone your favorite is your primary measuring stick. When that happens, the praise, the promotions, the opportunities you’re doling out detach from the reality everyone’s living in. The outputs don’t match the inputs because no one is actually sure what the inputs are.
Read more
My team is better than me
When we release ourselves from the expectation of being the best at what we’re managing, we free up so much room, both for ourselves and for the people who shine on our teams. If we’re not trying to produce great work, we can spend more time noticing the great work they do.
Read more
What to do when you’re doing too much
Step 1: Acknowledge it’s true. Step 2: Methodically and systematically transition stuff off your plate. This is how we do it.
Read more
Just checking in
Our second installment of Write Better Emails: What to say instead of “just checking in,” plus how you know it’s time to send that follow-up email.
Read more
Take stock of your team
Good Boss skill: Being able to evaluate each member of your team on each task or skill they are responsible for. Here’s how we do it — and what we’re thinking while we do it.
Read more