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Doporučuju inspiraci pro ty, kdo chtějí zlepšit soft-skills
Sleduji a sdílím inspirativní články, podcasty a knihy, které vám pomohou zlepšit vaše soft-skills.
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Najděte inspiraci pro svoje soft-skills
High Performers Need Feedback, Too
on hbr.org
High performers are essential to a team’s success, often producing significantly more output than their peers. However, research shows that they often receive lower-quality feedback. Managers tend to focus on lower performers, neglecting the development needs of high performers. High performers tend to thrive on feedback and are motivated by it. To engage and retain high performers, managers should provide constructive feedback, highlighting areas of growth.
How to give a senior leader feedback (without getting fired)
on newsletter.weskao.com
There’s a right and wrong way to proceed. Here’s how to increase the chances your leader listens and takes action–while reducing the chance they feel threatened.
Turn Employee Feedback into Action
on hbr.org
To manage the employee experience, leaders must deeply understand employees’ perceptions, feelings, and desires and respond thoughtfully. This is particularly crucial when immense resources are invested in gathering employee feedback through pulse surveys, town halls, and data scraping from internal communications. But leaders are often overwhelmed by the data and struggle to translate it into actionable insights. The authors conducted detailed interviews with executives and HR leaders from more than 20 multinational companies in sectors such as technology, financial services, and consumer goods. Their work reveals that although technology has simplified the collection of data, the real challenge lies in making sense of it and integrating it into a coherent strategy.
Research: Performance Reviews That Actually Motivate Employees
on hbr.org
Performance reviews are an important tool to help managers and organizations motivate and engage their workforce. Narrative-based feedback provides employees with more personalized analysis and can shed light on individual paths for improvement, while numerical feedback offers clear benchmarks for employees to track and meet specific targets. In a new study, researchers examined whether one format — or a combination of the two — was seen as more fair and motivating by employees. They found that while narrative feedback is perceived as the most fair, it can be especially meaningful for those employees with room to improve.
Engineering Managers' Guide to Effective Annual Feedback
on peterszasz.com
Breaking down the feedback cycle process from preparation to follow-up. Approaches I found useful, antipatterns to avoid, and a document structure that can help bring it all to one place. I hope to turn this often-dreaded task into a powerful tool for individual growth and organizational success.
When Candid Communication Isn’t Enough
on medium.com
Just about every problem I encounter in my role involves communicating more often. Early on, as an engineering leader, I had to tackle a strange communication problem. This team had fully embraced a Scrum mindset, and due to rapid prototyping requirements, it worked in one-week sprints. Yet there was still a problem. The team was always working in drastically different directions and at various technical levels, constantly bickering about what needed to be done. One-on-ones with me were full of complaints about other team members and were always heated.
Giving feedback on something subjective
on newsletter.canopy.is
How do we give feedback on something as subjective as tone or even personality to prevent negative behaviour from spiralling into something bigger?
5 Tips for Writing Meaningful Thank-You Notes
on hbr.org
Thank-you notes are a powerful professional tool for leaders. The author — a senior communications professional at Pfizer — shares her experiences learning about the power of thank-you notes from her high-powered mentor and seeing how it benefitted their business, professional relationships, and personal well-being. She also posits five principles of thank-you note-writing: Take time to reflect; thank those who are often forgotten; be specific; make it matter; and it’s never too late.
When Diversity Meets Feedback
on hbr.org
In recent years, leading executives from firms like Google, Bridgewater, and Netflix have touted the advantages of a work environment marked by candid feedback. Employees seem to have bought into the benefits, too. In a 2019 survey, 94% said corrective feedback improved their performance when presented well. Unfortunately, the increased diversity of our workplaces has made it much more likely that feedback will not go over well and will be misinterpreted as an act of hostility. This article explains how to navigate the divides.
How to Ask for the Feedback You Really Need
on hbr.org
When we ask for feedback on our work, we often get poor-quality feedback that is not useful or makes us feel attacked or defensive. Part of the reason is that we’re asking for feedback. Most requests are too generic, too open, and too late. This article discusses a three-step process for getting more constructive feedback that supports our growth, strengthens our relationships, and accelerates our careers.
How to Talk to an Employee Who Isn’t Meeting Expectations
on hbr.org
Approaching a conversation about improving an employee’s performance requires preparation, empathy, and a focus on collaboration. Even though hearing the truth about their current performance will be tough and potentially hurtful, it’s a teaching moment managers must embrace to help them become more resilient and adept at problem-solving and developing professional relationships. The author offers several strategies for treating difficult performance conversations not as fault-finding missions but instead as opportunities to work collaboratively to define a shared commitment to growth and development.
How to Manage Feedback Like An Olympic Athlete
on hbr.org
Living under constant scrutiny and comparison teaches Olympic athletes not only how to excel in their sport but also how to effectively harness feedback for continuous improvement. Learning to discern which feedback to embrace and which to filter out becomes essential for not just surviving but thriving, and those lessons are equally applicable to all of us.
How to Work for an Overly Critical Boss
on hbr.org
Your boss points out what’s going wrong more often than what’s going right. They nitpick your work, highlighting every possibility for improvement. Meetings sometimes feel like inquisitions. While a generally difficult boss might be challenging due to their mood swings, lack of clarity, or unpredictability, a highly critical boss consistently focuses on “the gap,” not the gain. In this article, the author outlines practical strategies for handling a highly critical boss.
Overcome Your Fear of Giving Feedback
on hbr.org
Managers often have preconceived notions that can act as a barrier to giving timely, helpful, and honest performance feedback. Three of the most common preconceived notions are: 1) the feedback conversation is going to be long and drawn out; 2) the feedback needs to be perfect; and 3) the feedback might be taken the wrong way. It’s understandable that you don’t want to upset your direct reports. Nevertheless, other people’s reactions and responses to feedback are largely out of your control. What is not is being clear about what you’re observing and requesting, naming the impact, focusing on strengths, developing actionable next steps, and delivering the feedback with care and curiosity.
When a Coworker Keeps Giving You Unsolicited Advice
on hbr.org
Navigating unsolicited ideas, advice, or suggestions at work is a common scenario. Consider the colleague who jumps in with a barrage of “Have you considered…?” or “What about…?” questions during your carefully crafted presentation. Or how about when you request specific information and the responses you get back include unsolicited advice on aspects of your work you didn’t ask about? In this article, the author offers four strategies for how to set boundaries around unsolicited input with tact, respect, and assertiveness.
When Your Employee Feels Angry, Sad, or Dejected
on hbr.org
Dealing with employees' negative emotions isn’t easy, but knowing what to do or say can make a huge difference to their well-being, the quality of your relationships with them, and team performance. The trouble is that many leaders fail to respond at all because they think discussing emotions at work is unprofessional or worry they don’t have the right to intervene in personal matters. That’s a mistake. Research shows that teams whose leaders acknowledge members’ emotions perform significantly better than teams whose leaders don’t.
Ask Your Employees These Questions. They Will Thank You
on hbr.org
Leaders can’t rely on organizational mission statements to inspire employees. They have to help their people find inner purpose. One way is through action identification theory, which explores the levels of meaning attached to any task. Another is through regular check-ins that help employees think about what they’re good at, what they enjoy, what makes them feel useful, what propels them forward, and how they relate to others.
To Find Meaning in Your Work, Change How You Think About It
on hbr.org
For most people, purpose at work is built not found. Working with a sense of purpose day in and day out is an act of will that takes thoughtfulness and practice. How do you consciously endow your work with purpose? Purpose isn’t magic — it’s something we must consciously pursue and create. With the right approach, almost any job can be meaningful.
You Don’t Find Your Purpose — You Build It
on hbr.org
We’re all looking for purpose. Most of us feel that we’ve never found it, we’ve lost it, or in some way we’re falling short. But in the midst of all this angst, we’re also suffering from fundamental misconceptions about purpose. The first misconception is that purpose is a thing you find. The purpose is a thing you build, not a thing you find. And most of us will have multiple sources of purpose in our lives — in our work, family, or community, for instance. Just as we all find meaning in multiple places, the sources of that meaning can and do change over time.
Why You Should Stop Trying to Be Happy at Work
on hbr.org
What are we really searching for when we say we want more “meaning” at work, and how does it differ from happiness? Philosophers, scholars, artists, and social psychologists have struggled to come up with an answer to that question for years. According to research by psychologist Roy Baumeister and colleagues, five factors differentiate meaning and happiness. The author describes them and then offers practical advice on ways to find more meaning in your work.
What You Were Taught About “Happiness” Isn’t True
on hbr.org
Most of us believe that if we tick a series of boxes (great job, fancy car, etc.,) we will arrive at success and live happily every after. But happiness isn’t a destination. The reality is that the concept of happiness us, in fact, flawed. Based on research, author Penny Locaso came up with a new definition of happiness and derived how intentional adaptability plays a big role in reaching a state of fulfillment. She has identified three primary skills to become more adaptable: focus, courage, and curiosity.
Why managers have more bad days
on zaidesanton.substack.com
Being a manager is not for everyone, and it shouldn’t be. Stop and consider your options if you were pushed into the role and suffered through it every day. But for some of us, it passes. The lows become manageable, and the highs no longer sweep you off your feet. We are a very adjustable species.
The Luck Factor: The Scientific Study of the Lucky Mind
on www.amazon.de
Why do some people lead happy, successful lives whilst others face repeated failure and sadness? What enables some people to have successful careers whilst others are trapped in jobs they detest? Ten years ago, Professor Richard Wiseman searched for the elusive luck factor by investigating the actual beliefs and experiences of lucky and unlucky people. The results reveal a radical new way of looking at luck: we make our own luck in many essential ways. If you think you're unlucky, that bad luck may be the direct result of you believing you're unlucky.
The Sure-Fire Way To Be Luckier In Life – Advice From Psychology Professor Richard Wiseman
on www.youtube.com
Most of us tend to believe that luck is this omnipotent force beyond our control, but the reality is we can actually manufacture luck and increase our chances of lucky events happening to us. Psychology Professor Richard Wiseman has published over 100 academic papers and countless books examining the psychology of magic, illusion, deception, luck, and self-development. Discussing the findings of Richard’s ten-year scientific study into the nature of luck, the power of the ‘As If’ principle, magic and much more.
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