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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
The Right Way to Manage Emotions on Your Team
on hbr.org
This is a conversation on handling uncomfortable situations. Many managers don’t know what to say when a team member appears angry, frustrated, or sad. They might even feel it is unprofessional to acknowledge those feelings at all. However, research shows that avoidance is costly. Teams perform better when their leaders respond effectively to members’ emotions.
How to create a culture of ownership in your engineering team
on newsletter.eng-leadership.com
Ownership doesn’t happen by chance → it’s built through deliberate actions that leaders often overlook!
So Many Feelings. Too Many?
on open.spotify.com
Holding in anxiety, anger, or despair for the sake of appearing professional can feel impossible. When the emotions are just too much—your boss’s dismissive tone infuriates you, a direct report unloads, you can’t hold back tears in a meeting, a tragedy happens, and you’re leading an all-staff tomorrow morning—what do you do? Mollie West Duffy talks about the good that can come from being vulnerable with colleagues, and then Liz Fosslien returns to help us reassess where the line between vulnerability and oversharing is today.
How to handle underperformance
on newsletter.eng-leadership.com
I regularly get questions about handling underperformance on LinkedIn and in sessions of my course, Senior Engineer to Lead: Grow and Thrive in the Role. Many first-time managers struggle with this issue, and the reason is that it’s not straightforward. It has many nuances, and it varies depending on the specific case.
How to Become a Better Listener
on hbr.org
Listening is a vitally important skill, but it is sadly undertaught and physically and mentally taxing. This article offers nine tips to help leaders become more active listeners and breaks down the subskills involved in listening and how you can improve in them.
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?
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.
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.
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.
How to develop EQ as an engineer or a manager
on newsletter.eng-leadership.com
People with high EQ are often great team players, great collaborators and overall great people to work with. This is how and you can develop EQ.
How to Work for a Hands-Off Manager When You’re Fully Remote
on hbr.org
Having clear and consistent communication with your manager is essential to delivering strong results. You need to know their expectations, and they need to have insight into your work to give useful feedback and help you grow. That’s why working with a manager who is too hands-off can be challenging, especially for people in remote environments. If you find yourself in this situation, the first way to improve the relationship is to get clear on your and your manager’s work styles. Once you each understand how the other prefers to communicate and solve problems, you can set up a system that works for you both. You should also advocate for a weekly one-on-one meeting with your boss to make sure you’re aligned on goals. Lastly, it’s in your benefit to network with your manager’s peers. Being connected to other leaders in the company will give you access to cross-departmental opportunities, and make your work more visible throughout the organization.
Don’t Wait for Promotion Cycles to Advocate for Your Best Employees
on hbr.org
Many managers only begin advocating for their employees when they’re afraid of losing them or when promotion cycles roll around. It’s a reactive approach, and it often comes too late. Advocacy is about continuously championing your team’s growth by recognizing their contributions, ensuring their efforts are relevant to the organization’s goals, and making their value visible to key stakeholders. Make advocacy an ongoing priority, and you’ll see the ripple effects.
Make the Most of Your One-on-One Meetings
on hbr.org
Few organizations provide strong guidance or training for managers on meeting individually with their employees, but the author’s research shows that managers who don’t hold these meetings frequently enough or who manage them poorly risk leaving their team members disconnected, both functionally and emotionally. When the meetings are done well, they can make a team’s day-to-day activities more efficient and better, build trust and psychological safety, and improve employees’ experience, motivation, and engagement at work.
5 Mistakes Managers Make When Giving Negative Feedback
on hbr.org
Confronting direct reports about performance issues can feel overwhelming, especially for first-time managers, who may worry that sharing critical feedback could damage their relationship with the employee. But performance conversations, especially where you need to give critical feedback, don’t have to be scary. There are a few common mistakes to avoid when giving critical feedback. Being a great people manager is not about being a friend or being liked by everyone all the time — it’s about being a manager who cares about their employees and helps them get their job done.
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.
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.
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.
What It Really Takes to Be a Manager
on open.spotify.com
In this episode, Ellen Van Oosten answers questions from listeners who are struggling to move into management. She advises what to do when you’ve been tapped for a managerial role but don’t want the job. She also discusses how to respond if your supervisor is blocking you from earning a promotion into management and how you can move to manager even if you only have informal management experience.
New Managers: You Don’t Need to Know It All
on hbr.org
Becoming a manager doesn’t mean that you have to have all the answers. And you shouldn’t feel pressured to have them, either. Giving yourself permission to not know everything opens opportunities for trust-building and learning within your team, fostering growth and yielding thoughtful solutions.
HBR On Leadership: Lessons from Maggie Lena Walker’s Entrepreneurial Leadership
on hbr.org
In this episode, Harvard Business School senior lecturer Tony Mayo traces Walker’s approach to leadership as she became the first female bank president in America. You’ll learn how she led the turnaround of the Order of St. Luke by cutting costs, increasing membership, and launching new businesses that catered to unmet needs in Richmond’s Black community. You’ll also learn how Walker relied on her personal networks and deep local roots to overcome challenges rooted in systemic racism throughout her career.
What is the difference between Feedback and Criticism? – BRAND MINDS
on brandminds.com
Knowing the difference between feedback and criticism is mandatory if you are looking to improve your leadership skills. This article gives you the basic distinctions and why they matter.
Why You’re Chronically Overcommitted
on hbr.org
If you often feel overwhelmed by your workload and feel you’ve got more on your plate than you can manage, it could be because you’re over-committing. A few reasons we overcommit include our desire for validation, fear of rejection or failure, and constantly comparing ourselves to others. Overcommitment can lead to a “siege” mentality — where you feel like you are continually under pressure or attack, leading to increased disagreements with others and dissatisfaction at work. But there are strategies you can use to break out of this cycle, including micro-mastery and a decision delay buffer.
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