Ideas from books, articles & podcasts.
Have goal-oriented and clear meetings, only when it is important and necessary.
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Instead of hanging on to a bad fit, and prolonging the support to employees who are struggling, it is better to let them go.
It pays to highlight the strength an employee brings and then to work on minimizing the weak aspects. Start and work with the impact and value the employee is making to your team.
Show that you trust your team by delegating work and giving people big problems to solve.
Instead of the sandwich approach to provide feedback, try to be direct and dispassionate.
Get a nod or a confirmation on the feedback that is delivered, so that it is clear and the employee hasn't taken away something unexpected or unintended from your conversation.
Ownership and accountability need to be defined so that your team knows who is responsible for what.
If the work is reported to be ok or fine by your subordinates, maybe you need to dig in deep and probe more.
The employee reporting to you may be struggling and not providing the true details of the situation.
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