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 do you wish you could change about this?
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Example: "I facilitate standups on Mondays and Wednesdays."
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?
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...
Describe your role in outcomes, rather than describing how you will do your work.
Example: Ensure the team has internalized the project's timeline
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
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Being a good listener is not about getting the facts about what made them upset. It is to be supportive, offer encouragement, and empathize.
Ask open-ended questions to communicate that you're interested in them. Avoid questions beginning with 'Why' and use 'What' or 'How' instead....
To save the time of both of you, consider asking your mentor these questions:
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