Identify What You’re Optimizing For - Deepstash
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Giving Effective Feedback

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Identify What You’re Optimizing For

Identify What You’re Optimizing For

A manager has to ensure that the team has a clear roadmap with well-defined projects and deadlines.

To check this, managers can start by asking themselves:

 When you think about how you want to lead your team at this moment, what are you optimizing for?

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Communicate the Who, What, When, and How to Your Team

Communicate the Who, What, When, and How to Your Team

  • Avoid the word "accountable". Use longer descriptors to describe what you actually mean
  • What's going to happen, or be different, as a result of me doing this thing?

Example: "I facilitate standups on Mondays and Wednesdays."

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114 reads

Empowerment Vs Direction

Empowerment Vs Direction

  • As leaders, it's our responsibility to choose the approach in each new scenario that will work best for the work, the team, and the organization.
  • It's important for every leader to learn how to adopt a directive approach when it's the most effective option while maintaining the trust...

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82 reads

Managing A Team In A Directive Way

Managing A Team In A Directive Way

Sometimes, getting your team out of quicksand will require you to be more directive than empowering. Don't worry: we can still approach this in a way that drives buy-in and helps your teammates feel heard, and know they have autonomy. Sometimes, being directive is the most empowering thing you ca...

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208 reads

Identify the Who, What, When, and How

Identify the Who, What, When, and How

Describe your role in outcomes, rather than describing how you will do your work.

Example: Ensure the team has internalized the project's timeline

  • Ensure each team member has a clearly defined individual role in this project.
  • Communicate to stakeholders when ther...

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119 reads

Define the Who and What for Your Team

Define the Who and What for Your Team

  • Describing your role in terms of outcomes will allow you to make informed "how" decisions that always tie back to the primary goal.
  • Identify your teammates' roles and responsibilities.
  • Block out time for this work.
  • Find one person who will be good at giving you gut-ch...

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82 reads

Nailing Down the When and How

Nailing Down the When and How

If you need to communicate to particular individuals first: Prioritize communicating with different folks based on how much their reaction or input will affect your future messaging

Identify what's changing about how the team is doing their work and what's staying the same

Res...

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82 reads

Ask Open Coaching Questions

Ask Open Coaching Questions

Before getting defensive, arguing, or shutting your teammate down, try spending five minutes using open coaching questions to understand where they are coming from:

What feels most important to you about this?

What is your gut telling you?

What one thing d...

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87 reads

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kary

Watercooler talks expert 🚰

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Clear direction

Start at the endpoint: What is the outcome you want and why? Leave the team some flexibility to develop the best way to get there.

Without a clear sense of what the team needs to accomplish and how a successful outcome will be defined, it's impossible to assemble the right group of p...

Advice For Young Managers

Advice For Young Managers

  • As a young manager, observe and do everything to learn various aspects.
  • The first 10 years of your career is too crucial & that’s where you learn all the stuff. Thus it’s important that you focus on getting the right kind of learning.
  • To make a better decision, keep asking...

Basic Steps For Using a To-Do List

Basic Steps For Using a To-Do List

  1. Add tasks as they appear to the appropriate list, assigning a due date if possible.
  2. Before the day ends, check your lists for the tasks you want to do the next day. You can add a due date for it.
  3. Review the lists at the end of the day to have a clear idea...

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