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Example: If your sales manager doesn’t know how to use their updated CRM software, they need hands-on, directive instruction to learn how. “Come to me with any questions” isn’t helpful when someone has nothing but questions.
How to help instead: Provide them with training, and the time to process the new information. Give them examples of what success looks like, and develop a plan for them to learn and practice their new skills. Anticipate the questions they may have, and check in frequently to give feedback on their progress.
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An open-door policy is helpful only if you can actually deliver on its intent. Far too often, we offer an invitation for our colleagues to ask questions or share opinions when it may not be the time or the place.
By putting the responsibility on others to approach us rathe...
Many leaders have had their own efforts and engagement thwarted by micromanagers that they may be wary of repeating the pattern with their direct reports.
They use “My door is always open” as code for “I don’t want to micromanage you, but I also don’t want to leave you flailing.”
Example: There’s been a building security breach. Everyone needs to exit the office immediately and gather in the parking lot next door for the next set of instructions. Offering an open-door policy for questions may slow an urgent mandate down when you want people to act now and ask questions la...
Example: If your expectation is that your team members comply with the company’s mandate to get vaccinated before they return to the office, telling your employees that your door is always open to questions or concerns about this may be misleading. It may send a signal that this policy is open to...
We all want to have helpful leaders—and be helpful leaders. Knowing what kind of help to give isn’t as simple as leaving our doors open. It takes a wide range of helpful practices to avoid micromanaging or under-leading.
"The pessimist complains about the wind. The optimist expects it to change. The leader adjusts the sails.”- John Maxwell
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Great feedback isn't about convincing others to do things your way - it is about giving them insight on how to improve on their own methods.
Giving feedback requires an awareness of what you're saying and how you say it...
Once you've done your research, made your notes, and come up with a proposal for a new title, set up a meeting with your manager (face-to-face ideally):
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