Where would your team benefit most?

So much is written about the value of people increasing their empathy. But what about those who need to decrease their empathy? What if you have excessive empathy? How do you deal with all that understanding and sharing of others' feelings?

When people are not stretching in tasks, there will be no growth, even in a psychologically safe environment. This is because people get comfortable, and comfortable has an impact on their efforts and their fulfilment.

Once a year checks on performance leave too much to chance. Don't you think?

Don’t judge: Once we reveal their inspiration, the next task is to withhold judgement. Judging will not help you stay curious, by default it will introduce opportunities for clashing conversations.

Growth is determined by the bandwidth in which we play. Labels assigned to people you manage, even the ones they give themselves, will limit your potential to help them grow.

If you want to do more together, focus on trust.

As with all good implementation strategies, I would encourage a review to make sure you are getting what you want/need from the reviews. Let's review the reviews...! 

In order to grow in the direction you want or need, do you understand what you should do/learn/experience? If not, ask.

Look for and discuss what inspires your colleague to grow. Without understanding their motivation to move forward you will struggle to find a way to sustain drive.

When helping others to grow, we assume the level of perspiration it takes.  Our assumption can be wrong; we can assume it is harder than it will be which will introduce our own emotional layers.

Millennials will make up 75 percent of the workforce by 2025. Deloitte (2016) predicts they “won’t want to work at a place that is not cutting edge or doesn’t give them the chance to learn, grow and innovate.”

Many people managers think that they have told their colleagues exactly what they need to change for better performance, but feel frustrated when that change doesn’t happen.

Many variables will determine your answer including your history, your need, the perceived risk, your pride. You will have a bias towards trust or not to trust, a bias in your hope for a better future. Which way does your bias lead you?

Give yourself a nudge to do something brave or something you know you should do for your own good but is hard to do.

When I help leaders and their teams, I certainly see that as my role. To help them see what is underneath the surface, what will give them clarity and therefore, direction.

People become disengaged because the conversation is less ‘real’ and we see the result in loss of productivity and increased costs.

If you are committed to making a sustainable change that leads to lifelong growth and change for those you lead, let’s focus on the 1% rule.

Change is hard. When trying to help others change through conversation (those you manage, or lead, or even a friend), it is key that we reflect on how hard change is.

Conversations between a manager and their team member can have elements of aggression or passive aggression as the subtext increases.