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When you're building a team or company, you simply can't afford to lose great people. Treat them with respect and you're one step closer to keeping them on your team long-term.
To do great things, you and your people need to consistently think outside the box. You need people who feel very comfortable disagreeing with you, trying new things, tossing out new ideas, and ...
If you are the manager, make final decisions. And to do so decisively: evaluate all the options in front of you, hear and absorb everyone's arguments, and ultimately make the final call...
Your team members need to know that they are part of a larger purpose. They need to know that whatever task they're doing ties into the larger company goals.
They need to k...
The benefits of brevity must be included in these golden rules of collaboration.
Say what you need to say as efficiently as possible. Give some color, some background, and certainly an...
When someone isn't carrying their weight or is causing unneeded chaos, you need to try to remove them.
It's unfair to your truly great team members if you keep a personality on board who i...
You better make it fun to work with you. Let your people know why your mission is important, why it matters, and what difference your project will make in the world. Give your people the fre...
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...by attaching emotions to things that happen. That means those who can create and share good stories have a powerful advantage over others.
Facts and figures and all the rational thi...
Every storytelling exercise should begin by asking: Who is my audience and what is the message I want to share with them?
Each decision about your story should flow from those questions.
Think of a moment in which your own failures led to success in your career or a lesson that a parent or mentor imparted.
There may be a tendency not to want to share personal details at work, but anecdotes that illustrate struggle, failure, and barriers overcome are what make leaders appear authentic and accessible.
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1:1 meetings matter. It is important to nurture that essential employee-manager relationship. But it still not easy to get right.
Under pressures, managers are still juggl...
The goal of an effective 1:1 is not an update from your direct report or for you to lay down some instructions. It's a conversation. It's a chance to hear about your direct reports' ideas for your product, their career goals, and possibly their opinion of their performance.
Keep a list of three potential topics ready for discussion. When they say they have nothing to discuss, you can jumpstart the conversation with one of your items.
Your most precious resource is your own time and energy. When you spend it on your team, it helps build healthy relationships.
Your job as a manager isn't to give advice or 'save the day.'' It's to empower your reports to find the answer themselves. If you want to understand what's going on, ask. Let her lead the conversation while you listen and probe.
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