Let’s admit it – people always leave.
May be we let them go, may be they’ve found something else and may be their time has come and they’re retiring. In any case, your organization is left with an open void that needs to be filled as soon as possible. The sooner and the better you’ll fill it with somebody else – the smaller would be the amount of time and energy swallowed by that void. In order to do that you not only have to find Continue reading
My previous post dealt with some of the reasons for negative influence of constant change of human resources on our projects. Despite the fact that many Managers still consider this phenomenon a “necessarily evil” and an integrative part making things done, it’s hard to imagine that anyone would argue that no attempts should be made at mitigating this “evil”. Continue reading
In my previous post, I provided an extreme example of how critical to organization could be the loss of knowledge and expertise in some cases. Even though in many other, more usual cases, the loss would not be felt immediately, the cumulative effect could be more than Continue reading
Every manager that ever needed to let an employee go knows that it is one of the worst experiences that comes with the job. However, there is hardly a more profound manifestation of your managerial powers. There is something very basic and primeval in us exercising our right to decide who we want to work with and who is to look for a different place to work. Continue reading
Following post on “The need for better decisions – why now?”
“I completely agree with everything you said about the urgency we all should feel in regard to improving the quality of our decisions. But how do I convince the people I’m working with that something should be done about this issue? What can I offer them as an incentive to try improving their decision-making skills? ” Continue reading
Last week we discussed the first two Managers’ Mistakes No One Talks About, now let’s continue with the remaining three.
Managers should beware of doing something like: Continue reading
Following series of posts on Change Management – “Why change doesn’t stick?”
Question:
“Change is important, but it involves risk and it is very hard to motivate the team members to embrace the changes and even harder is to get help with identifying the real risks in a constructive way. How can I make the team members to be proactive and get them on board?” Continue reading
In my previous post on Loyalty I mentioned that in our uncertain times it’s much more logical to build Loyalty on the small scale of a specific Team or Department, than on a company level. People can’t be sure anymore that the company will stay around for long, or even if it does – that it will still have enough resources to employ them. Continue reading
In one of my previous posts we’ve already discussed Employees’ Loyalty and its importance for proper Team Management. Now it’s time to understand how it could be successfully defined, increased and sustained.
Let’s start with a meaningful definition. Continue reading
5. “Soft skills are for goofs such as the Project Manager because he doesn’t know how it all works”
It’s not smart to allow your level of technical knowledge to cloud the perception of human relationships. Continue reading
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