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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.
#SoftSkills do #techu patří
#SoftSkills témat je ale mnohem víc. Přesvědčte se sami!
*sdílené články jsou řazeny od těch podle mě nejlepších po dobré
Najděte inspiraci pro svoje soft-skills
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.
The Surprising Power of Team Rituals
on hbr.org
Rituals — collective activities that team members regularly engage in and attribute meaning to — can make a big difference during change or transition. Research, which included a survey of 929 individuals from 60 countries and a field study in an advertising company, found that teams with more rituals experienced higher engagement, psychological safety, interpersonal knowledge, and job satisfaction. Find out how to make them work for you.
Jak správně pracovat s OKR a BAU metrikami | Miroslav Uďan
on www.miroslavudan.com
Pokud jste někdy slyšeli o zkratkách OKR (Objectives and Key Results) a BAU (Business as Usual), možná jste si řekli: „Další korporátní bull*hit, který zapadne do propadliště dějin.“ Ale realita je jiná – OKR i BAU jsou základy, které mohou vaši firmu vystřelit na Měsíc (nebo ji nechat potácet se v nekonečném kolečku přešlapování na místě).
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.
What Employers Get Wrong About How People Connect at Work
on hbr.org
Connection in the workplace is commonly thought of as a single dimension that prioritizes interpersonal relationships with co-workers. However, in a recent research collaboration, the research team at the NeuroLeadership Institute (NLI), along with technology firm Akamai, identified that connection in the workplace is, in fact, made up of four interrelated and essential elements: employee connections with their colleagues, leader, employer, and role. This more accurate and nuanced view of workplace connections has implications for how organizations can design intentional talent strategies to create workplaces where employees are committed, engaged, and performing.
3 Types of Meetings — and How to Do Each One Well
on hbr.org
The new work calendar isn’t about office or home, it’s about three meeting types and the conditions that serve them best. Transactional gatherings move work forward; relational gatherings strengthen connections; and adaptive gatherings help us address complex or sensitive topics. The author outlines the best conditions for all three and explains why each needs to have its own space and place.
Your Team Members Aren’t Participating in Meetings. Here’s What to Do.
on hbr.org
Traditional advice for leaders who want to increase meeting participation calls for clarifying expectations, setting clear agendas, and asking open-ended questions. While these strategies have merit, they might not always work because they are usually based on the leader’s assumptions about what the team needs rather than facts about what they actually need.
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