Author: Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

5 Steps to Time Management Training for Managers

5 Steps to Time Management Training for Managers

In today’s fast-paced and demanding world, time management has become more critical than ever. Whether you are a professional striving for success in your career or seeking a better work-life balance, effective time management is the key to achieving your goals. Time management training provides valuable skills and techniques to help managers control time, prioritize tasks, and increase productivity. But yet, confusion awaits at the first approach. This blog will explore time management training and the best way to use it to enhance professional and personal life. From enhancing productivity and efficiency to improving work-life balance and reducing stress, effective time management can profoundly impact a manager’s success and well-being. We will also provide a step-by-step guide to getting started with time management training and highlight different training modes, including online courses and in-person workshops. So, if you struggle to meet deadlines, feel overwhelmed by tasks, or simply want to make the most of your time, read on to discover how time management training can help you.
Table of Contents

Do you Need Time Management Training?

Sometimes, even in the middle of our busiest schedules, we are unwilling to think that we may need help to better manage time. After all, isn’t it evident that we have so much work that it will spill out of our dedicated hours? The bummer: it doesn’t have to be like that! Time management skills are not innate but developed through practice and training. Recognizing the need for time management training is the first step towards improving your professional development and taking control of your time. Let’s see some signs that point toward a strong need for time management training for people managers: 

Where can time management training help managers?

Some common time management challenges for people managers and leaders include:
  • Procrastination: Putting off tasks or delaying work to the point it induces stress and decreases productivity.
  • Distractions: Constant interruptions from emails, phone calls, or social media that disrupt workflow and waste valuable time.
  • Interruptions: Whether it’s colleagues seeking assistance or unexpected meetings, interruptions disrupt focus and derail productivity.
  • Working overtime: You are never off work, whether daylight, moonlight, or anything worth your full attention. 
  • Deadlines run fast, And you are always chasing them: There are always a ton of things to do, yet everything must be done at once.

Why does this matter?

Poor time management significantly impacts both professional and personal performance. When you struggle to manage time effectively, tasks and responsibilities pile up, leading to stress, missed deadlines, and decreased productivity. And it’s about more than the bad performance score you will get; think of the missed opportunities and relationships that never got their due because you were running short of time. By developing practical time management skills through training, you can: 
  • Be a successful professional with clarity of goals and processes 
  • Lead a team through chaos with a single-minded focus 
  • Balance the professional and personal sides of your life to be there for your loved ones 
  • Be the manager you have always wanted to be! 
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Step-by-Step Guide to Time Management Training

A step-by-step guide to time management training can provide practical strategies and techniques to develop effective time management skills. Following these steps can build a strong foundation for managing time efficiently and achieving your goals.

Step 1: Conducting a Time Audit

The first step in time management training is conducting a time audit. This involves evaluating how you currently spend your time and identifying areas for improvement. By clearly understanding how you use your time, you can take control of your time and your life. To conduct a time audit:
  1. Start by tracking your activities for a week or two.
  2. Use a journal, spreadsheet, or time management app to record how you spend each hour of your day.
  3. Be honest and thorough in documenting your activities, including work tasks, personal activities, and even leisure time.
Once you have gathered the data, analyze it to identify time-wasting activities, areas of inefficiency, and opportunities for improvement. Look for patterns, such as excessive time spent on non-essential tasks or frequent distractions. It will help you pinpoint areas where you can adjust to optimize your time. This sets the foundation for effective time management and greater control over your time and your life.

Start now: Free time management assessment for people leaders! Get detailed insights into your time management habits. Learn more about what you are doing right and where you can do even better. The best part: it’s for free!

Step 2: Prioritizing Tasks Using the Eisenhower Box

Once you have conducted a time audit and clearly understood how you spend your time, the next step in time management training is prioritizing tasks using the Eisenhower Box. The Eisenhower Box is a simple yet powerful tool that helps individuals categorize tasks based on urgency and importance. It consists of four quadrants:
  1. Important and Urgent: These tasks require immediate attention and should be completed as soon as possible. They have a high impact on your goals or responsibilities.
  2. Important but Not Urgent: These tasks are essential for long-term success or development but do not require immediate action. They should be scheduled and given proper attention to prevent them from becoming urgent.
  3. Urgent but Not Important: These tasks are often distractions or interruptions that demand immediate attention but do not contribute significantly to your goals or responsibilities. If possible, delegate or eliminate these tasks to free up time for more important ones.
  4. Not Urgent and Not Important: These tasks are low-priority and have little to no impact on your goals or responsibilities. They should be eliminated or postponed to create more time for important tasks.
Using the Eisenhower Box, you can prioritize tasks effectively, focus on what truly matters, and allocate your time and energy accordingly. It helps prevent the feeling of being overwhelmed and ensures that important tasks are given the attention they deserve.

Start now: Free prioritization assessment for people leaders! Get detailed insights into your prioritization habits. Learn more about what you are doing right and where you can do even better. The best part: it’s for free!

Step 3: Implementing the Pomodoro Technique

The Pomodoro Technique can be implemented as part of time management training to optimize productivity and manage time effectively. This technique involves breaking tasks into manageable chunks and working in focused intervals, followed by short breaks. The Pomodoro Technique is based on the concept that regular breaks can help maintain focus and prevent burnout. Here’s how it works:
  1. Choose a task you want to focus on.
  2. Set a timer for a specific period, typically 25 minutes (known as a “Pomodoro”).
  3. Work on the task with full concentration until the timer goes off.
  4. Take a short break of around 5 minutes.
  5. Repeat the process, completing several Pomodoros, and take a longer break of around 15-30 minutes after a set number of Pomodoros.
By working in focused intervals, you can reduce time wasted on distractions or unproductive activities. The Pomodoro Technique helps maintain motivation, improve concentration, and enhance overall productivity by creating a structured schedule for work and breaks.

Start now: Free time management toolkit for people leaders! Get frameworks and tips devised by experts for busy people leaders like you. The best part: it’s for free!

Step 4: Learning to Say No and Setting Boundaries

An important aspect of time management training is learning to say no and setting boundaries at work. By prioritizing your tasks and commitments, you can effectively manage your time and avoid taking on unnecessary responsibilities or functions that do not align with your priorities. Developing effective communication skills is essential for saying no politely and assertively. Practice clear and concise communication, expressing your limitations and priorities without feeling guilty or overwhelmed. Setting boundaries involves defining what is acceptable and what is not in terms of your time and energy. It may include establishing work hours, limiting interruptions, or delegating tasks when necessary. By setting boundaries, you can protect your time and focus on the most critical tasks.

Step 5: Continuous Monitoring and Adjusting

Effective time management is an ongoing process that requires continuous monitoring and adjustment. Once you have implemented time management strategies and techniques, evaluating their effectiveness and making necessary adjustments regularly is important. Monitor how you use your time and assess if you are achieving the desired outcomes. Identify areas needing improvement or where you can make further changes to enhance your productivity and personal satisfaction. Stay adaptable and open to new techniques and tools that can further optimize your time management. Seek feedback from colleagues, mentors, or coaches to gain different perspectives and insights.

How to Take Time Management Training as a Manager?

You can pursue time management training through different modes to suit individual preferences and learning styles. 
  • Online courses offer the flexibility of learning at your own pace and schedule. They often provide access to expert instructors, video lessons, resources, and interactive exercises. Platforms like LinkedIn Learning, Coursera, and Udemy offer a wide range of time management courses you can access from anywhere with an internet connection. While you get the ideas, solutions for your unique problems might be lacking.
  • In-person workshops and seminars provide a more interactive and immersive learning experience. These sessions often involve group activities, discussions, and personalized feedback from instructors. They can benefit if you prefer face-to-face interactions and enjoy learning in a collaborative environment. However, ironically enough, these modes require your time.
  • Coaching need not be limited to traditional rooms. Risely’s AI coach for managers, Merlin, helps with its three unique modes to discuss problems, guide skill development, and offer advice when needed. A guided skill development journey focusing on time management with Risely can help you build skills one step at a time without disrupting your flow of life.

Meet Merlin: Here’s your ticket to the first free conversation with Merlin, Risely’s AI buddy for managers. Available just for you, just now!

Wrapping Up

Effective time management is crucial for professional success and personal well-being. Recognizing common challenges, understanding the impact of poor time management, and embracing training can enhance productivity, reduce stress, and achieve a better work-life balance. Whether through online courses or in-person workshops, investing in time management training will reap rewards in all aspects of your life. Take the first step towards optimized efficiency and start your time management journey today with Risely – the people manager’s buddy!

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Take charge of your time today!

Start with Risely’s free time management assessment for managers and unlock your true potential.

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Leaders Who Don’t Listen Often Fail. Here’s 5 Reasons Why

Leaders Who Don’t Listen Often Fail. Here’s 5 Reasons Why

Leadership is a complex and dynamic role that requires a diverse set of skills and qualities. While many attributes contribute to effective leadership, one of the most important skills leaders must possess is listening actively. Active listening goes beyond simply hearing what others are saying – it involves:
  • Fully engaging with the speaker.
  • Understanding their perspective.
  • Responding in a meaningful way.
Unfortunately, many leaders fail to prioritize active listening, negatively affecting themselves and their teams. In this blog, we will explore the importance of active listening for leaders and the reasons why leaders who don’t listen often fail. 
Table of Contents

Listening Mistakes That Hurt Leaders Are Rampant!

While active listening is crucial for effective leadership, leaders often make common listening mistakes that hinder their ability to connect with their team members. Research shows that the extent of these mistakes is remarkably high. 
  • Regarding asking questions, 80% of managers asked five questions or less. About 7% of managers did not ask any questions at all! Asking questions is essential to actively listen and comprehend messages. 
  • Similarly, only about 12% of managers check for the readiness of other people before proceeding during a conversation. Not checking in discourages dialogue and further harms team dynamics. 
It goes on to show how workplace communication frequently falters. These mistakes have negative consequences and impact the overall success of the team and organization. 

What Are the Signs That a Leader Is Not Listening?

Signs that a leader is not listening include:
  • constantly checking emails or mobile devices during conversations
  • interrupting or cutting off team members
  • failing to follow up on conversations or action items
  • leading decisions and conversations single-handedly

What are the common behaviors of leaders who don’t listen? Let’s see in the next section.

While there is no one-size-fits-all, we can see some examples of leaders not listening to get more clarity:
  • You dismiss suggestions from team members about a more efficient approach to executing a particular task.
  • Several team members express concerns about a new policy you’ve implemented without consulting them.
  • Two team members approach you separately with conflicting accounts of a workplace conflict. Instead of listening to both sides and facilitating a constructive resolution, you hastily side with one employee.
  • Your team members, who have direct contact with customers, consistently provide feedback about specific features that customers are requesting in a product. However, you disregard their input and prioritize your ideas instead. 
  • During performance reviews, team members seek more professional development and growth opportunities. Instead of addressing their needs, you dismiss their requests and focus solely on productivity metrics. 
At the heart of these behaviors, a few ideas are common:

Ignoring Feedback from Team Members

One common listening mistake made by leaders who don’t listen is ignoring feedback from team members. This occurs when leaders fail to create an environment where feedback is encouraged and valued. It can also happen when leaders dismiss or disregard feedback without considering its merit. Ignoring feedback decreases morale and engagement among team members, as they feel that their opinions and contributions are not valued. New leaders, in particular, ignore feedback as they feel the need to prove themselves or demonstrate their authority. 

Interrupting During Conversations

Another common listening mistake made by leaders who don’t listen to their team is interrupting during conversations. This can occur when leaders are too focused on getting their point across or when they are impatient and want to move the conversation along. Interrupting is perceived as disrespectful and can hinder effective communication. Interrupting not only prevents the speaker from fully expressing their thoughts and ideas but also sends a message that their input is not valued. It creates a barrier to open and honest communication and reduces trust within the team. Ultimately, the team might feel devalued as their words are not given due importance.

Failing to Acknowledge Employee Contributions

Leaders who don’t listen often fail to acknowledge employee contributions. You must show appreciation and recognition when team members share their ideas, suggestions, or accomplishments. Failing to acknowledge these contributions can negatively impact employee morale and motivation. Acknowledging employee contributions shows that you value your team members’ input and recognize their efforts. This simple act of appreciation can go a long way in boosting employee morale and engagement. It creates a positive work environment where team members feel valued and motivated to contribute their best work.
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What happens to leaders who don’t listen?

Not caring about what others say is more dangerous than it looks. The consequences of not listening in leadership can be significant. They can have a detrimental impact on both the leader and the team.

Decreased Employee Morale and Engagement

When leaders fail to listen to their team members, morale and engagement can decrease. Team members feel undervalued, unappreciated, and disengaged from their work, which can result in reduced productivity, increased absenteeism, and higher turnover rates. Leaders who prioritize active listening and create an environment where team members feel heard and valued can significantly impact employee morale and engagement. When your team feels that their opinions and contributions matter, they are more likely to be motivated and committed to their work.

Erosion of Trust Within the Team

A lack of active listening can also lead to the erosion of trust within the team. Trust is a crucial component of effective teamwork and collaboration. When team members feel that their leader does not listen to or value their input, it can create a sense of mistrust and skepticism. Read more: How To Rebuild Trust In The Workplace? 6 Tips For Managers

Missing innovation and creativity

Leaders who don’t listen miss out on the opportunity to tap into the innovation and creativity of their team members. By not actively listening to their team members’ ideas and suggestions, leaders limit the potential for new and innovative solutions.

Poor Decision-Making Based on Incomplete Information

Leaders who don’t listen often make poor decisions based on incomplete information. By not actively listening to team members, you miss valuable insights and perspectives that can inform your decision-making process. Plus, it prevents your team from being candid with you and limits the ideas that you could work on collaboratively.

Communication breakdowns across the team

A lack of active listening can also lead to communication breakdowns within the team. When leaders fail to listen to their team members, it creates a barrier to open and honest communication. Team members may hesitate to share their ideas, concerns, or feedback, leading to misunderstandings and miscommunication. Moreover, it sets a precedent that not listening to others is alright, making the similar barriers to listening across the team.

How can we improve the Listening Skills of leaders who don’t listen?

Leaders can implement various strategies to improve their listening skills, foster active listening, and create a culture of open communication and collaboration. Let’s look at some of the steps leaders who don’t listen can take to improve their track record.

Understand Active Listening as a Leader

Active listening can be defined as the process of fully engaging with a speaker, both verbally and non-verbally, to understand and respond to their message effectively. It involves paying attention to the speaker, maintaining eye contact, nodding or providing other non-verbal cues to show understanding, and asking clarifying questions to ensure comprehension. In leadership roles, active listening goes beyond simply hearing words. It requires leaders to be present in the conversation, empathize with the speaker, and seek understanding. Effective active listening involves not only hearing the words being spoken but also understanding the underlying emotions, concerns, and motivations behind those words. You must be fully engaged and focused on the speaker rather than distracted or preoccupied with their thoughts or agenda.

Why Active Listening Matters in Management?

Active listening is paramount in management as it directly impacts manager effectiveness. 
  • By actively listening to your team members, you can gain valuable insights into their needs, concerns, and ideas. This understanding allows you to address any issues or challenges team members may face and provide support and guidance.
  • Active listening also helps build stronger relationships with your team members, fostering a sense of trust and collaboration. 
  • When team members feel heard and valued, they are more likely to be engaged and motivated to contribute their best work. This, in turn, leads to improved team performance and overall organizational success.
Here are a few things to get you started:

Implement Structured Feedback Sessions

One effective strategy is implementing structured feedback sessions where you actively listen to their team members’ ideas, concerns, and feedback. You can do this through regular one-on-one meetings, team meetings, or feedback forums.
  • Schedule regular one-on-one meetings with team members to provide a dedicated time for active listening.
  • Create a safe and open environment where team members feel comfortable sharing their ideas and concerns.
  • Encourage the use of active listening techniques such as paraphrasing, asking clarifying questions, and summarizing.

Active Listening Training Workshops for Leaders

Another strategy is to seek active listening training workshops for leaders to enhance their listening skills. These workshops can provide you with practical techniques and tools for active listening. There are many ways to do it:
  • Bring in a professional facilitator to conduct interactive workshops on active listening.
  • Include role-playing exercises to practice active listening skills.

Let Risely handle it with a free active listening assessment and AI coach Merlin’s advice upon a free sign-up!

Encourage Open Communication and Dialogue

Creating a culture of open communication and dialogue is essential for improving listening skills in leadership. You should encourage team members to share their ideas, concerns, and feedback openly. To get this right:
  • Foster a safe and inclusive environment where team members feel comfortable expressing their opinions.
  • Actively seek feedback from your team members and incorporate their input into decision-making processes.
  • Establish regular communication channels such as team meetings, open-door policies, or suggestion boxes and inform your team about them.

Conclusion

In conclusion, active listening is a vital skill for successful leadership. You foster trust, boost morale, and enhance decision-making by truly hearing and understanding your team. Avoid common pitfalls like ignoring feedback or interrupting conversations. Instead, prioritize structured feedback sessions and active listening training. Open communication builds strong teams and sparks innovation. Remember, leaders who listen cultivate engaged, creative, and loyal employees. So, embrace the power of listening to drive positive change in your leadership journey.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Master the art of active listening today!

Grab a free active listening toolkit by Risely – designed by expert for people leaders like you.

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Culture Fit Hiring Is Out. 3 Shocking Reasons Why

Culture Fit Hiring Is Out. 3 Shocking Reasons Why

Cultural fit assessments have long been a part of the hiring process, with over 80% of recruiters believing that culture is a prominent factor in selecting candidates. However, a shift is happening in the hiring world: culture fit hiring is being phased out. In this blog, we will explore the reasons behind this change and why you must adapt your hiring practices accordingly.
Table of Contents

What is Cultural Fit Hiring?

Organizational culture plays a vital role in determining a company’s success. It influences how employees interact, make decisions, and work towards achieving common goals. Culture fit hiring is designed to evaluate whether a candidate aligns with an organization’s values, beliefs, and behaviors. These assessments of “fit” typically involve pre-employment tests, personality questionnaires, and specific interview questions.

The Evolution of Cultural Fit in the Workplace

The evolution of cultural fit in the workplace has been a dynamic process shaped by changing trends and priorities. Initially, culture fit hirings were essential for ensuring organizational cohesion and harmony. However, as workplaces have become more diverse and inclusive, the focus has shifted towards fostering a culture of belonging and respect for individual differences. Organizations are now recognizing the limitations of traditional culture fit hiring in promoting diversity and innovation. As we move towards a more globalized and interconnected world, adapting, learning new skills, and collaborating effectively across cultures are becoming increasingly important. Forward-thinking organizations are reevaluating their culture fit hiring strategies in response to these shifts. They incorporate inclusive practices beyond surface-level similarities to embrace diverse perspectives and experiences. Organizations can make hiring decisions that align with their current culture and propel them toward future success by prioritizing skills, values, and behaviors that contribute to a culture of innovation and collaboration. Read more: How Company Culture Shapes Employee Motivation? A Manager’s Guide

How Cultural Fit Hiring Used to Benefit Organizations?

Cultural fit hiring benefits organizations by helping them maintain a cohesive and harmonious work environment. By evaluating candidates’ compatibility with the organizational culture, companies could ensure that employees share similar values and beliefs, leading to better teamwork and productivity. Additionally, culture fit hiring helped reduce turnover rates as employees aligned with the company culture were more likely to stay long-term. Overall, these hiring practices provided a structured approach to hiring that contributed to organizational stability and success.
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The Shift Away from Cultural Fit Hiring

The hiring process has evolved significantly over the years, and the importance placed on cultural fit hiring has changed. While cultural fit assessments were once seen as an essential part of hiring, organizations are shifting away from this approach for several reasons. The shift from culture fit in the hiring process is not happening in isolation. It is part of broader trends that are influencing hiring practices across industries. These trends reflect the changing needs and expectations of the workforce and the evolving nature of organizational culture. One of the key trends is the growing recognition of the importance of diversity and inclusion in the workplace. Organizations are realizing that a diverse workforce brings a range of perspectives, ideas, and experiences that can lead to innovation and better decision-making.  Another trend is the changing nature of organizational culture. As organizations adapt to new technologies, globalization, and remote work, their culture evolves. Traditional cultural fit hiring may not accurately capture the nuances of this changing culture. Organizations need to be flexible and open to different work styles, communication methods, and ways of thinking to thrive in the modern business landscape. Lastly, hiring practices have a growing emphasis on skills and adaptability. As technology advances and industries evolve, the demand for specific skill sets changes rapidly. Organizations are now prioritizing candidates who can learn, adapt, and acquire new skills as needed. This shift towards skills and adaptability ensures that organizations remain competitive and can respond to changing market demands.

Reason 1: The Diversity and Inclusion Challenge

Reason 1 for the shift away from cultural fit hiring is the challenge of diversity and inclusion. While culture fit hiring was once seen as a way to ensure that candidates are aligned with an organization’s values and behaviors, they can undermine diversity efforts and hinder the creation of inclusive workplaces. Diversity and inclusion have become increasingly important in the business world. Organizations recognize that diverse teams bring a range of perspectives, ideas, and experiences that can lead to innovation and better decision-making. However, cultural fit assessments often prioritize candidates who share values, beliefs, and behaviors similar to those of the existing organizational culture. It can result in the exclusion of candidates from different backgrounds or perspectives, leading to a lack of diversity within the organization.  For instance: the tech industry, which has faced criticism for its lack of diversity. Many tech companies have used culture fit to hire candidates who align with the existing company culture, often resulting in a homogenous workforce dominated by individuals from similar backgrounds. This lack of diversity has limited innovation and perpetuated biases within these organizations. To illustrate the impact of culture fit hiring on diversity efforts, let’s consider an example. Imagine a company that values innovation and creativity. They prioritize hiring candidates willing to take risks and think outside the box. However, if the cultural fit hiring focuses solely on these traits, it inadvertently exclude candidates from different cultural backgrounds with unique perspectives and problem-solving approaches. By broadening the hiring criteria to include culture contribution, the company can ensure that they are considering a diverse range of candidates who can bring fresh ideas and perspectives to the table.

Reason 2: The Changing Nature of Work

Remote work and global teams have become the norms in today’s work landscape. The COVID-19 pandemic has accelerated the adoption of remote work, and organizations have realized the benefits of this flexible work arrangement. Traditional cultural fit hiring prioritizes candidates who align with the existing organizational culture, but this is not be conducive to fostering innovation and agility. Additionally, globalization has made it increasingly common for teams to consist of members from different countries and cultural backgrounds. These new norms have necessitated a shift in hiring practices. Conventional culture fit hiring, which often focus on in-person interactions and on-site collaboration, does not accurately reflect a candidate’s ability to thrive in a remote work environment. Remote work requires individuals to be self-motivated, independent, and adept at communication and collaboration, which culture fit hiring may not capture. Similarly, global teams require individuals who can work effectively across cultural boundaries and adapt to different work styles and communication norms.

Reason 3: The Rise of Skills and Adaptability

Reason 3 for the shift away from culture fit hiring is the rise of skills and adaptability at work as key factors in the hiring process. Organizations recognize that skills and a growth mindset are more important than cultural fit when it comes to ensuring the success of their hires. In today’s rapidly changing business landscape, skills and adaptability are crucial for employees to thrive. Market demands are constantly evolving, and organizations need employees who can learn new skills, adapt to change, and bring fresh ideas to the table. This shift in focus from culture fit to skills reflects the changing needs of the workforce and the business environment. Traditional cultural fit hiring often prioritizes candidates who align with the existing organizational culture, but this is not be conducive to fostering innovation and adaptability. By focusing on skills and a growth mindset, organizations can ensure that they are hiring individuals who have the potential to learn, grow, and contribute to the organization’s success. Furthermore, skills are more tangible and measurable than culture fit. Organizations can assess candidates based on their qualifications, experiences, and abilities, which provides a more objective and data-driven approach to hiring. This helps organizations make more informed decisions and ensures they hire individuals with the skills needed to excel in their roles.

Why Traditional Culture Fit Hiring Doesn’t Apply Anymore

The approach to cultural fit hiring no longer applies in today’s changing work environment. Organizational cultures are no longer static or homogenous, and the demands of the modern workforce require a more dynamic and adaptable approach to hiring. Cultural fit hiring focus on aligning candidates with the existing organizational culture. This approach assumes that there is a single, well-defined culture within an organization and that candidates must fit into that culture to be successful. However, organizational cultures are complex and evolving, shaped by various factors such as industry trends, technological advancements, and diverse workforce demographics. The changing work environment demands employees who can adapt to new technologies, collaborate effectively in virtual teams, and navigate the complexities of global and multicultural workplaces. Culture fit hiring does not accurately capture these skills and characteristics, leading to the exclusion of candidates who could bring valuable contributions to the organization. Additionally, in today’s work environment, the emphasis on skills and performance has become more important than cultural fit. Organizations recognize that hiring candidates based on their skills, abilities, and potential for growth is more valuable than hiring for culture fit alone. Skills can be developed and nurtured, whereas cultural fit is often based on subjective judgments and perceptions.

Success Stories: Companies that Moved Beyond Culture Fit

Many successful companies have moved beyond cultural fit hiring and embraced a more inclusive and skills-based approach to hiring. These companies recognize the importance of diversity, adaptability, and skills in building high-performing teams and driving innovation. A success story is Netflix, which prioritizes skills and attributes such as curiosity, judgment, and communication over cultural fit. Netflix recognizes that a diverse workforce with different perspectives and backgrounds is crucial for understanding and meeting the needs of its varied customer base.

How Can You Move Away from Cultural Fit Hiring?

Moving away from cultural fit hiring requires a thoughtful and strategic approach. Here are some steps that organizations can take to make this transition:
  • Rethink Job Descriptions and Requirements: Start by revisiting job descriptions and requirements to ensure they are inclusive and focused on skills and qualifications rather than cultural fit.
  • Train Hiring Managers: Provide training to hiring managers on unconscious biases at work and the importance of diversity in the workplace. It will help them make more objective and inclusive hiring decisions.
  • Use Skill-Based Assessments: Implement skill-based assessments to evaluate candidates’ abilities and potential. It will provide a more accurate and fair assessment of their suitability for the role.
  • Conduct Structured Interviews: Use structured interviews with standardized questions to ensure consistency and fairness in the evaluation process. It will help reduce bias and ensure that all candidates are assessed on the same criteria.
  • Promote Diversity and Inclusion: Create a culture that values diversity and inclusion. You can do this through policies, initiatives, and programs that foster a sense of belonging and promote equal opportunities for all employees.

Conclusion

In today’s evolving work landscape, cultural fit hiring is facing scrutiny for various reasons, including diversity challenges, changing work dynamics, and the emphasis on skills and adaptability. Companies are now focusing on assessing cultural contribution rather than mere fit to foster inclusive and adaptive work environments. By prioritizing skills and a growth mindset over traditional cultural fit criteria, you can create diverse and resilient teams that thrive in the face of new challenges. Embracing this shift requires a willingness to adapt hiring practices and build frameworks that value inclusivity and innovation. It’s time to move beyond outdated norms and embrace the future of work.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Thinking of culture? Sharpen your communication.

Start with Risely’s free communication skill assessment for people managers to evaluate yourself today.

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How To Set A One-On-One Meeting Agenda? 5 Examples For Managers

How To Set A One-On-One Meeting Agenda? 5 Examples For Managers

Managers play a critical role in supporting the growth and development of their team members. One-on-one meetings provide dedicated time to regularly connect with your direct reports. These meetings are an opportunity to discuss progress, provide feedback, and align on goals and expectations. However, without a well-structured agenda, one-on-one meetings can become unproductive and miss the key points that must be addressed. In this blog, we will explore the importance of setting a one-on-one meeting agenda and provide five examples managers can use to make their meetings more effective. We will discuss the essential elements of an influential meeting agenda, including status updates, best practices, and next steps. Additionally, we will cover how you can create a comfortable and open environment during the meeting and avoid common mistakes that can hinder the effectiveness of one-on-one sessions.
Table of Contents

Why do you need a Clear Agenda for one-on-one meetings?

One of the most common mistakes in one-on-one meetings is the lack of preparation and a clear agenda. Without proper planning, these meetings can become unstructured and unfocused. Here are some reasons why preparation and a clear agenda are crucial for meeting effectiveness:
  • Preparation allows you and your team members to gather relevant information, feedback, and resources before the meeting.
  • A clear agenda helps guide the discussion and ensures that essential topics are covered.
  • Preparation and a clear agenda demonstrate that the manager values the employee’s time and is invested in their growth and development.
  • A structured agenda allows both the manager and the employee to come prepared and contribute to a productive discussion.
By prioritizing preparation and developing a clear agenda, you can conduct more effective one-on-one meetings that address employee needs and promote growth and development.

What should be included in a one-on-one meeting agenda?

An effective meeting agenda for a one-on-one meeting should include essential components that ensure a productive and meaningful discussion. Here are some key elements to consider:
  • The Basics: Define the basic details of the meeting, such as its location, date, and timing.
  • Status Updates: Allocate time to discuss the progress of ongoing projects, tasks, or deliverables. This lets you and the employee stay informed and address any challenges or updates.
  • Goal Setting and Future Planning: Dedicate a section of the agenda to share and discuss the current and future goals. This could include sharing tips, strategies, or resources that can help enhance productivity or improve work processes.
  • Next Steps: Identify and discuss the next steps or action items that need to be taken after the meeting. This ensures that the manager and the employee are aligned on the follow-up actions and responsibilities.
By including these essential components in the meeting agenda, managers can ensure a structured, focused discussion covering critical topics and promoting productivity.

One-on-One Meeting Agenda Template for Managers

Let’s look at a structured framework for conducting one-on-one meetings. Ideally, you should customize the agenda based on the individual needs and goals of the employee and your team.

[Employee Name] One-on-One Meeting Agenda

Date: [Date of the Meeting] Time: [Time of the Meeting] Location: [Location or Virtual Platform] Agenda: [Key Goals of the Meeting] Opening and Check-In
  • Brief welcome and introduction.
  • Opportunity for the employee to share any updates or concerns.
Progress Review
  • Discuss achievements and challenges from the previous period.
  • Provide feedback on performance and recognize accomplishments.
  • Address any roadblocks or concerns that the employee may be facing.
Goal Setting and Alignment
  • Review progress on previous goals and milestones.
  • Discuss new goals aligned with individual and company objectives.
  • Align goals with broader team and organizational priorities.
Feedback and Development
  • Provide specific feedback on performance, highlighting strengths and areas for improvement.
  • Discuss strategies for skill enhancement or professional development.
  • Offer resources or support to help the employee reach their full potential.
Problem-Solving
  • Identify and discuss any specific challenges or issues the employee is facing.
  • Brainstorm potential solutions and select the most effective one.
  • Develop an action plan with clear steps and responsibilities.
Career Path Discussion
  • Explore the employee’s long-term career goals and aspirations.
  • Discuss growth opportunities within the organization and potential development pathways.
  • Develop a plan or roadmap for the employee’s career growth and advancement.
Closing and Next Steps
  • Summarize key takeaways and action items from the meeting.
  • Confirm any follow-up tasks or meetings.
  • Express gratitude and appreciation for the employee’s time and participation.
Additional Notes:
  • [Any additional notes or reminders for the meeting, such as relevant documents to review or specific topics to address.]
Further, let’s look at specific examples of one-on-one meeting agendas to understand how the discussion can shape up in different contexts.
Other Interesting Reads

5 Examples of One-on-One Meeting Agendas

One-on-one meetings can take various forms and cover different topics depending on the manager’s and employee’s needs and goals. Here are five examples of agendas that you can adapt for your team members. Using these examples as a starting point, you can create customized one-on-one meeting agendas that facilitate a smooth and productive conversation.

One-on-One Meeting Agenda for Weekly Check-In: Focus on Progress and Concerns

The weekly check-in is a great way to stay updated on the employee’s progress, address concerns, and provide feedback. Here are some bullet points that you should include in this one-on-one meeting agenda:
  • Discuss the employee’s achievements and challenges from the previous week.
  • Share feedback on their performance and highlight areas of improvement.
  • Address any concerns or roadblocks that the employee may be facing.
  • Discuss team dynamics and opportunities for collaboration or support.
  • Set goals and action items for the upcoming week.
By focusing on progress and concerns, managers can ensure that employees feel supported and motivated and that any challenges are addressed promptly.

One-on-One Meeting Agenda for Goal-Setting Session: Aligning Individual and Company Objectives

The goal-setting session is an opportunity to align the employee’s individual goals with the company’s objectives. Here are some bullet points for this one-on-one meeting agenda:
  • Review the employee’s progress on previous goals and celebrate achievements.
  • Note down the areas of improvement and think about how to work toward them.
  • Discuss new goals that align with the employee’s professional growth and development.
  • Align the employee’s goals with the broader objectives of the team and the company.
  • Identify any potential challenges or support needed to achieve the goals.
  • Set milestones and action items to track goal progress.
By aligning individual and company objectives, you can ensure that the employee’s goals contribute to the overall success of the team and the organization. It also shows that you care about their journeys and value them enough to invest your time actively.

One-on-One Meeting Agenda for Feedback and Development Talk: Enhancing Skills and Performance

The feedback and development talk is an opportunity to provide constructive feedback to your team, discuss performance management, and identify opportunities for skill enhancement. Here are some bullet points that you can discuss in this one-on-one meeting agenda:
  • Share specific feedback on the employee’s performance, highlighting strengths and areas for improvement.
  • Discuss performance management strategies and goals for the employee.
  • Identify opportunities for skill enhancement or professional development.
  • Provide resources or support to help the employee enhance their skills.
  • Set goals and action items to track progress and improvement.
Focusing on feedback and development can help managers support employees’ growth and help them reach their full potential. Your actions in this area show support and empower your team members to achieve their full potential. 

One-on-One Meeting Agenda for a Problem-Solving Meeting: Addressing Specific Challenges

The problem-solving meeting is designed to address specific challenges or issues the employee may face. For instance, you might have noticed one of your team members frequently missing deadlines or a team member needing some upskilling to perform better. Here are some key points that could be included in this one-on-one meeting agenda:
  • Identify the specific challenge or problem that the employee is facing. Define the signs that you have noted and ask their perspective, too.
  • Brainstorm potential solutions or strategies to address the challenge.
  • Discuss the pros and cons of each solution and select the most effective one.
  • Develop an action plan to implement the chosen solution.
  • Set follow-up meetings or checkpoints to track progress and resolve the problem.
Managers can help employees overcome challenges and find practical solutions by focusing on problem-solving. As a result, your team can trust you in challenging times.

One-on-One Meeting Agenda for a Career Path Discussion: Planning for Growth within the Organization

The career path discussion is focused on planning for the employee’s growth within the organization. While discussing an employee’s career may seem redundant, it’s helpful. Through these discussions, you can bring out their full potential and develop an excellent talent for your team. Moreover, the feeling of helping someone tangibly is a great one for people leaders; your team will remember you as the best they had. Here are some bullet points that could be included in this one-on-one meeting agenda:
  • Discuss the employee’s long-term career goals and aspirations.
  • Explore growth opportunities within the organization that align with the employee’s interests and skills.
  • Identify potential development opportunities or training programs that can help the employee progress in their career.
  • Discuss the employee’s performance and the skills or experiences needed to advance in their career.
  • Develop a plan or roadmap for the employee’s career growth within the organization.
By discussing the employee’s career path, managers can provide guidance and support for their professional development and help them achieve their long-term goals.

How to behave during the meeting? Best Practices for Managers

A one-on-one meeting requires effective communication and a genuine interest in the employee’s growth and success. Here are some best practices that you should follow for success:
  • Create a comfortable and open environment where employees feel safe sharing their thoughts and concerns.
  • Balance listening and speaking to encourage dialogue and ensure that both parties have an opportunity to contribute.
  • Be genuinely interested in the employee’s well-being and professional development. 
  • Actively listen and provide constructive feedback and guidance.
  • Follow up on action items and provide ongoing support and resources. Meetings are valuable only when the conversations are followed by actions.

Common Mistakes to Avoid in One-on-One Meetings

While one-on-one meetings can be valuable and practical, there are common mistakes that you should be aware of and avoid. Managers can conduct more productive and meaningful one-on-one meetings by being mindful of these pitfalls.
  1. Lack of Preparation and Clear Agenda: Failing to prepare for the meeting and having a clear agenda can lead to unstructured and unfocused discussions. Managers should take the time to plan the meeting, set clear objectives, and develop a structured agenda to guide the conversation.
  2. Dominating the Conversation Instead of Facilitating: Managers should actively listen and encourage the employee to express their thoughts and concerns. Avoid dominating the conversation and allow space for the employee to contribute and share their perspective. While you are setting the agenda for the meeting, be ready for inputs from the team and actively encourage and include them.
  3. Neglecting Follow-up Actions and Feedback Implementation: Following up on action items and providing ongoing support is critical to the success of one-on-one meetings. You should implement agreed-upon actions and provide ongoing support to help employees achieve their goals.
By avoiding these common mistakes, managers can become better equipped to conduct effective and impactful one-on-one meetings that support the growth and development of their team members.

Conclusion

In conclusion, setting a clear agenda and objectives for one-on-one meetings is crucial for productive discussions with your team. You can foster a supportive and growth-oriented environment by focusing on progress, concerns, goal alignment, feedback, and career growth. Remember to listen actively, follow up on action items, and create a space for open dialogue. Avoid common mistakes like lack of preparation or dominating the conversation. Regular, effective one-on-one meetings can lead to stronger relationships, improved performance, and better alignment with organizational goals. Remember these best practices to make the most out of your one-on-one interactions.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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50+ Great One-On-One Meeting Questions For Managers

50+ Great One-On-One Meeting Questions For Managers

One-on-one meetings between managers and their team members are essential for fostering employee engagement, building strong relationships, and driving performance management. These meetings provide an opportunity to address important topics, discuss career goals, offer support, provide feedback, and create a space for open and honest communication. However, knowing what questions to ask during these one-on-one meetings can be challenging. That’s why we’ve compiled a list of essential questions managers can use to make the most of these meetings. These questions cover various topics, from achievements and challenges to work-life balance and professional development. By asking the right questions, you can gain valuable insights into their team members’ goals, aspirations, concerns, and suggestions for improvement. This can help managers better understand their team members’ needs, provide support, and foster a positive and productive work environment.
Table of Contents

Getting the questions for one-on-one meetings right 

Do you ever go blank thinking about what you should ask your team during the one-on-one meetings? Or, sometimes, everything seems too absurd or obvious to ask! In such moments, here are some tips to find good questions for one-on-one meetings with your team:
  • Keep the workplace boundaries alive: No one appreciates intruders, more so at the workplace. So, while you can impact and influence in many areas as a manager, be considerate about places that you should not approach. Avoid getting into personal matters or personalities; think of work and the professionals you work with—how can you best help them?
  • Approach from the point of care: Would you be open to sharing your most vulnerable side with someone you barely know? No, right? The same goes for your team members; they might not be very open from the get-go until they know that you are a well-wisher who wants to help them on their journey. Building bridges and relationships takes time, so be prepared to give it.
  • Personality and community differences exist: Some of your questions may not land precisely how you picture them. Think of the personality and communication style of the person you are talking to, and then proceed to set the agenda for the one-on-one meeting with their needs and attitudes in mind. You may need to ask some questions differently or wait multiple iterations before they are comfortable enough to open up.
With these ideas in mind, let’s examine some one-on-one meeting questions that you should ask your team at the next opportunity! 

One-on-One meeting questions for managers to ask

We have grouped the questions along important areas that a manager should talk about with their teams.

Appreciating achievements of your team

As a manager, it is essential to acknowledge and celebrate your team members’ achievements. You show your support and interest in their progress by asking this question. It also allows your team members to reflect on their accomplishments and highlight their strengths. These question can provide valuable insights into your team members’ career goals and personal growth. It creates an opportunity for them to share their successes and for you to recognize their efforts.
  • Can you share any accomplishments or milestones you’ve reached since our last meeting?
  • What progress have you made on your goals, and is there anything you’re particularly proud of?
  • Have you received any positive feedback or recognition from colleagues or clients recently?
  • How do you feel about your performance over the past [time period]? Any standout moments you’d like to highlight?
  • Is there a specific project or task you feel you excelled in recently? I’d love to hear more about it.
  • What challenges have you overcome recently, and how did you navigate them?
  • Are there any accomplishments you feel haven’t been fully recognized or acknowledged yet?
  • Is there anyone on the team who has made a significant contribution that you think deserves recognition?

Supporting your team’s growth

Supporting your team members in reaching their goals is crucial for your employee’s professional growth and engagement. By asking questions about this area, you demonstrate your commitment to their success and open a dialogue about how you can provide the necessary support. It allows your team members to express their needs, share their career aspirations, and discuss potential action items.
  • How can I best provide you with feedback and guidance as you work towards your goals?
  • Are there any training or development opportunities you believe would be beneficial for achieving your goals?
  • Would you like more frequent check-ins or support meetings to discuss your progress and challenges?
  • Do you feel that your current workload aligns with your goals, or do you need assistance in prioritizing tasks?
  • Are there any additional responsibilities or projects you’re interested in taking on to further your development?
  • Are there any connections or networking opportunities that would help you advance towards your goals?
  • Would you benefit from mentorship or coaching to help you navigate your career path?
  • How can I adjust our team’s priorities or structure to better align with your individual goals?

Challenges are important to talk about, too!

Identifying and addressing challenges is crucial for your team’s personal and professional growth. Here are some questions for one-on-one meetings to help you figure them out. It allows them to share their concerns and seek your guidance or support as their manager. Plus, it makes you an absolutely trustworthy and reliable manager!
  • Are there any aspects of your role or projects that you find particularly challenging?
  • Are there any areas where you’re feeling stuck or unsure of how to proceed?
  • Are there any external factors or circumstances impacting your work that you’d like to discuss?
  • Have you noticed any patterns or recurring issues that are causing frustration or difficulty?

Questions on work life balance in one-on-one meetings

A healthy work-life balance is crucial for employee well-being and overall job satisfaction. By asking this question, you demonstrate your concern for your team members’ personal lives and well-being. It allows them to reflect on their work-life balance and share any problems or suggestions for improvement. These one-on-one meeting questions also shows your commitment to their overall happiness. It helps build a positive and inclusive work culture, thus building a relationship outside deadlines.
  • Are there any specific areas where you feel your work-life balance could be improved?
  • How do you prioritize your personal well-being amidst your professional responsibilities?
  • Are there any adjustments to your work schedule or workload that you believe would contribute to a better work-life balance?
  • What activities or hobbies do you engage in outside of work to recharge and relax?

Supporting learning and growth in one-on-one meetings

You encourage your team members to reflect on their skills and identify areas for improvement during one-on-one meetings. It allows them to express their interests and career aspirations. By understanding their skill development goals, you can provide resources, training opportunities, and guidance to help them acquire the desired skills. This question demonstrates your commitment to their professional development and fosters a culture of continuous learning within your team.
  • What specific skills do you feel are important for your role, and would you like to focus on developing or improving?
  • Can you share any specific career goals or aspirations you have that involve skill development?
  • Are there any particular areas of your job where you feel you could benefit from additional training or support?
  • How do you envision your skill set evolving over the next year or two, and what steps do you think are necessary to achieve that?
  • Have you come across any learning opportunities or resources lately?

Make the feedback loop complete

Asking for feedback on your management style shows your openness to growth and improvement as a manager. It allows your team members to share their perspectives on how you can better support them and create a positive work environment. You can adjust your management approach and enhance team dynamics by understanding their feedback. These one-on-one meeting questions promotes open communication, trust, and collaboration.
  • How would you describe our team dynamics, and are there any areas where you think we could improve?
  • Can you share any experiences where you felt particularly supported or challenged by my management style?
  • What specific actions or behaviors do you believe contribute to a positive work environment, and how can I incorporate them into my management approach?
  • Are there any aspects of my management style that you find particularly effective or ineffective?
  • What suggestions do you have for me to better support you and the rest of the team in achieving our goals?

One-on-one meeting questions for professional growth

Discussing your team members’ career aspirations and goals is crucial for their engagement and retention. By asking this question, you encourage them to reflect on their long-term career path and share their aspirations. It allows you to align their goals with the team’s objectives and create growth opportunities. This question fosters a sense of purpose, motivation, and loyalty within your team.
  • What specific career goals do you hope to achieve within the next year?
  • What are your professional development goals for the next quarter?
  • How do you see your current role contributing to your long-term career aspirations?
  • Are there any skills or experiences you feel are essential for advancing your career?
  • What support or resources do you believe would be most helpful in achieving your career goals?
  • Have you identified any potential opportunities for growth or advancement within our team or organization?
  • Are there any areas of professional development you would like to focus on to further your career?
  • What steps do you think are necessary to progress along your desired career path, and how can I assist you in taking those steps?

Make the team a shared space with thoughtful one-on-one meeting questions

You can encourage your team members to share their perspectives on the team and suggest improvements through questions in one-on-one meetings. It allows them to voice their concerns, ideas, and suggestions for better collaboration and team operations. These one-on-one meeting questions promotes transparency, trust, and open dialogue within your team. It also helps them see the team as something of their own instead of just another set of people to handle.
  • Do you have any suggestions for improving communication channels or platforms within our team?
  • Are there any specific communication practices or protocols you believe we should implement to improve collaboration and clarity?
  • Do you think our team meetings are effective in promoting communication and collaboration? If not, what changes would you propose?
  • Are there any tools or technologies you believe could facilitate better communication and information sharing within our team?
  • What are your thoughts on the team’s current dynamics? Do you see any challenges that could be hampering our progress?
  • Is there anything you feel is missing in our current project management tools?
  • Do you feel your work aligns with your personal values and our company’s mission?
  • Are there any projects you’re particularly excited to work on?

Keep the conversation open-ended

Providing an opportunity for open discussion is essential for addressing any additional concerns or topics your team members may have. By asking these one-on-one meeting questions, you create a space for them to share anything on their mind. It allows for a more personalized and meaningful conversation, fostering trust and building solid relationships with your team. This encourages open communication, promotes engagement, and ensures all critical topics are addressed, even when you might have missed them on the agenda! Here’s how you can prompt your team to share their thoughts toward the end of the discussions:
  • Are there any personal or professional matters that you would like to discuss further?
  • Is there anything specific that has been on your mind lately that you’d like to talk about?
  • Do you have any questions, concerns, or ideas that you’d like to share with me?
  • Is there any feedback you have for me regarding our recent interactions or team dynamics?
  • Are there any challenges or opportunities that you think we should address as a team?
  • Do you have any suggestions for improving our work environment or team culture?
  • Is there anything that you feel has been overlooked or needs more attention within our team?
  • Is there anything else on your mind that you’d like to discuss?

Keeping one-on-one meetings effective: how to set up 1-1 chats?

In order to prepare effective one-on-one meeting questions, it is important to follow best practices that promote meaningful conversations and address important topics
  • Set a meeting agenda: Having a clear agenda for one-on-one meetings helps provide structure to the meeting and ensures that all important topics are covered.
  • Ask open-ended questions: Open-ended questions encourage team members to share their thoughts and feelings, leading to more meaningful conversations.
  • Use active listening skills: Actively listen to your team members’ responses and show genuine interest in their perspectives. This helps build trust and strengthens the manager-employee relationship.
  • Tailor your questions: Each team member is unique, with different needs and goals. Tailor your questions to their individual circumstances to ensure that the conversation is relevant and impactful.
  • Follow up on action items: After discussing important topics, follow up on any action items or commitments made during the meeting. Provide the necessary support and resources to help your team members achieve their goals.

Summing Up

In conclusion, effective one-on-one meetings are vital for fostering strong relationships and boosting team morale. By asking thoughtful questions tailored to each team member, you demonstrate your support and commitment to their growth. Remember, listening actively and providing constructive feedback are key elements in making these meetings successful. Implementing these best practices will not only improve individual performance but also contribute to the success of the entire team. Embrace the opportunity to connect, understand, and empower your team members through meaningful one-on-one interactions.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

How strong are your one-on-one meetings?

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How To Build A Learning Culture At Work?

How To Build A Learning Culture At Work?

Go back to the beginning of your career. Fresh out of college and looking at the prospect of your new fancy job – what was on your mind? “Learning a lot” is a popular answer. And over the years, things have not quite changed; it’s still about learning and development, with greater importance on the former as the speed of changes and advancements has increased rapidly.  Josh Bersin and LinkedIn teamed up to understand how much learning matters at work; unsurprisingly, they noted – 
  • the opportunity to learn and grow is the second most inspiring thing about the job 
  • the lack of opportunity to learn and grow is the foremost reason to leave a job 
It is bound to happen as learning is closely tied to professional growth. Moreover, a rapidly evolving world creates redundancies and demands for new skills. To keep up, you need to learn constantly, even by stealing time from your full-time job. It’s about more than just the employees who are seeking more; organizations that are not learning are losing their competitive edge with older methods and ideas. Learning as an organizational initiative has never been more pertinent and misunderstood at once. In between this chaos comes the cultural element – does your organization have a learning culture? One that enables rather than punishes. 
Table of Contents

What is a learning culture?

A learning culture helps you thrive, not just survive, at your job. Think of a learning culture as one where everything is designed to enable growth and learning opportunities for employees instead of treating them like hurdles on the way to productivity. As a result, the average day in a learning culture looks quite like this:  You attend a stand-up call that focuses on the tasks and challenges of the day. Your colleague shares where they are stuck, another update about their progress, and the new skill they are learning. During a coffee break, you tell your team member about a solution you thought of. They listen, help you fine-tune it, and help you apply it when you encounter the following problem. The day is going on, and you are stuck. There’s no way out, but your manager shows up and offers a solution. They also ask if you want to add something to the process. At lunch, there’s a session that mixes good food with interesting ideas. This week’s lunch and learn features an expert, and you can ask them about the latest happenings in your field. As the day closes, you have a list of books suggested by your peers and a course your manager recommends. Your company even pays for it! You are excited to know more. Does that sound good? That’s what a learning culture looks like in action. To sum up, let’s see the key features of a learning culture in an organization.

Creating a learning culture: Key ingredients

  • First, a learning culture embraces a growth mindset that recognizes the value and opportunity of learning at every opportunity. It allows managers and team members to approach limitations as opportunities instead of roadblocks. As we saw in the example above, there are constant and omnipresent reinforcements toward learning, whether innovative ways of doing things or risk appetite.
  • Second come the resources and tangible ideas, such as books and lunch-and-learn sessions. These can take many forms depending on what your team needs—the key is finding something that creates value for them.
  • Third, as noted above, many opportunities are informal and created in situations that are not actively planned. It happens when learning becomes second nature to everyone. The effort is not just for L&D or the senior leadership; it’s a community effort for everyone.

Why is a learning culture important?

Although it sounds good as a concept, why should you invest in building a learning culture in your organization? Primarily, the reasons why a learning culture matters include: 
  • Helps you retain good talent: Opportunities to learn and grow are top priorities in employee surveys. They are also critical determinants of your employees’ long-term growth and success. Moreover, learning and development can positively impact your employees’ self-esteem and safety, enabling them to work more stress-free.
  • Learning culture leads to a more developed workforce: When learning is a way of life, your people are bound to be on top of their game with constant updates and ideas from the world. Learning is reinforced through regular interactions as an aspect of your organizational culture. Consequently, you can keep innovating and getting better than your competitors.
  • Builds resilience and agility: The skills determining success today differ from a decade ago. Organizations that understood trends and moved with them could capture the market and get more done even when things kept changing. Constant learning makes your team resilient to changes and keeps your processes agile.
  • Improves business outcomes: Learning helps you advance and remain ahead of others, thus providing a competitive edge to realize strategic objectives rapidly. For L&D leaders, a culture that consistently reinforces this critical area of success is the most significant enabler.
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What if my organization does not have a learning culture?

Let’s flip the table on the example we saw earlier: what would your day be like without a learning culture?
  • The morning huddles don’t really talk about challenges anymore, let alone overcoming them. The team does not share tips and tricks across the board. You are as stuck and confused as you were before the meeting, with some humiliation to accompany.
  • At coffee chats and lunch breaks, you are talking about the new employee improvement program that you need to sit through. It’s boring, and it’s been the same since the two years you joined.
  • You are thinking of your next job while leaving; there is no list of ideas or resources to consider on your way out. Plus, you might be wondering how much you need to pay for upskilling.
That sounds like a recipe for disaster. As we saw here, an employee improvement program is in place, too. The leadership does have development on its mind but cannot get it quite right without solid planning and culture to provide consistent reinforcements to those plans.

How does culture affect learning?

Culture gets your mind set on what you need to do. Think of it this way: your team has a list of resources available, and they are great. You encourage everyone to take those courses and even ask them for updates and experiences. But there’s hardly any response. Wonder why? Because they did not see their managers or peers do it, this was a little important in the bigger picture. Suppose someone even opened it to audit, another colleague’s passing remark, “Huh? Who does that?” would ensure that the tab closes soon enough. Putting learning on the minds of your employees is not just about setting the resources in front of them. Instead, you need to get them going. Social expectations and norms are critical in determining what people do, as the seminal Hawthrone studies noted. Moreover, learning methods could be inaccessible, and you would not know until there is an active discourse on the matter. Challenges like special learning needs and different learning styles and practices clarify only after active use. Similarly, learners may need better teaching methods, a different set of resources, and more opportunities to apply things – all discovered during feedback and one-on-one meetings focusing on these issues. Culture, thus, becomes a significant reinforcer of your tangible moves. At times, it is the most important determining factor for your success, as noted in this study on leadership development initiatives, which showed that the direct involvement of senior leadership and their focus positively impacts retention and change!

Signs that your team needs a learning culture

A culture is hard to diagnose, so how do you notice what changes are needed? Let’s look at some signs of the absence of a learning culture: 
  • Your team members hardly raise questions about new things; there’s little talk about what they are learning. 
  • Your team sticks to tried and tested ways of doing things; innovation and risk are missing. 
  • You may not have a learning budget, or it is severely restricted, or the employees do not know about it. 
  • Mistakes often become conflicts instead of opportunities to review and learn something new. Managers punish mistakes rather than encouraging a solution-oriented mindset.
  • Employees are not engaged and active at work. Your team sees high turnover and routine processes. Feedback is limited in terms of good or bad performance and not extended to the next steps.

How can you build a learning culture as an L&D manager?

When we talk of culture, we assume it’s about the simpler things—like how someone is speaking or their review of the latest skill-building session and how positive it is. We frequently miss the fact that culture also has complex and tangible aspects.  Bersin and LinkedIn’s research listed over 100 areas that contribute to culture. Some of these, like development plans and strategies, are easily assumed to be outside the area. That’s where the fun is: you are making culture unknowingly so far. A culture considers your methods, reactions, and processes that keep the organization going. While setting up your L&D strategy effectively, you will see the former aspects as a consequence – by being intentional about where we want to take our teams as L&D managers.  Hence, when discussing building a learning culture in your team, we are thinking holistically – what can you change, and what results should you expect? Let’s unravel a few key ideas:

Create informal instances of learning 

First up, break the silos and systems that keep learning obscured. Your team wants the opportunities, but often at their own pace. Allowing employees to participate in defining their responsibilities and keeping the decision processes open to them helps empower them as substantial members of the team. It also ensures that they trust the system and own bits of it, thus being willing contributors and participants.  Moreover, learning shared over informal instances, such as cross-functional teams and lunch breaks, is a great way to collaborate and share ideas. It is even better that once the cycle is on, it reinforces itself further as team members add information, insights, and feedback. The best part is a community that learns from each other without thinking of limitations. 

Focus on continuous learning instead of one-stop shops 

It’s a no-brainer at this point that teams no longer appreciate the full-fledged workshop on the most important skill of their lives, which will throw them behind by two days with little retention or remedy for their issues. Then the question becomes, what do they really want? Most often, professionals seek learning in the flow of work, learning that does not disrupt their lives, be it professional or personal.  Second, they are looking for learning that they can apply at work and have the chance to do so. Many participants are dissatisfied with L&D initiatives because the knowledge is often not applicable or provided at the right time. Your team needs learning that suits their needs, be it the schedule, the type, or the purpose – keep the employee at the center of it all. 

Notice and give feedback 

Let’s go back to school. What did we love most after getting something right? A bit of appreciation, right? The principle stays the same as the years pass. Team members need appreciation and encouragement to keep going in the right direction. When you are designing learning experiences, incorporate two-way feedback mechanisms, too.  Moreover, reinforcements should be provided throughout the program in various ways. This can include recognizing someone for solving a problem independently or offering praise during a one-on-one meeting. In the end, it’s about seeing the effort and acknowledging it.  Feedback is not just a manager’s job, so don’t fill their calendars with review meetings for everyone they see. Instead, think of feedback as an ongoing and shared exercise. Along with reviews, encourage employees to give feedback to peers and show intentional action accordingly.

Encourage risks and errors

What stops us from trying new things? Often, it’s the fear of failure that we can blame. The fear of not getting things right in the first place is a huge hurdle. As learning managers, it becomes imperative to help our team members overcome this. Thus, consider how your workplace and leaders react to bad news and mistakes.  A leader’s openness to lousy news is featured in Bersin’s 40 features of a learning culture, thus making it a must-have for your team, too. When leaders are willing to hear what went wrong without losing it, the team can relax and be honest about their situations. All the heads can come together and solve issues. This reinforces employee empowerment and builds loyalty for the leadership team, too.  Similarly, mistakes and risks need to be encouraged among the team members. Let them have the space to apply what they figured out. Team members thrive in a psychologically safe environment. So think reflection, not punishment, when something goes wrong the next time.

Build an employee-centric community  

What makes you trust someone and relax? Knowing them well, right? The same goes for your team. Visible openness and honesty in processes and outcomes are essential to ensuring that they place trust in you and your abilities.  One way of doing this is building context around your activities by regularly sharing stories from the organization that help employees connect with the “why.” Similarly, when leaders and managers show up for training sessions, it is an added boost because team members see them valuing the initiative. This establishes the importance and value of learning at work and thinking of it as more than just a chore that needs to be done.  Keeping the employee at the pivot and developing ideas around them—like career development plans, project leadership, and taking opinions in strategizing—makes their role very tangible. 

To sum up

As we embark on this journey together, let us remember that building a learning culture is not just about ticking off boxes or implementing initiatives—it’s about igniting a passion for learning, inspiring curiosity, and nurturing a spirit of innovation. It’s about creating a workplace where everyone feels valued, empowered, and supported in their quest for knowledge. So let us dare to dream, explore, and learn, for in the journey of learning lies the promise of a brighter, more resilient future for us all.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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How To Create Purpose At Work For Your Employees?

How To Create Purpose At Work For Your Employees?

Why is purpose at work important in the modern workplace? Picture this: You stroll into the office, a spring in your step, humming your favorite tune, ready to tackle the day’s challenges. You know why you’re here beyond the simple pursuit of a paycheck. You have a sense of direction, a connection to something greater than yourself. It’s as if you’ve found your very own magic wand capable of casting spells of inspiration and fulfillment. But hold on a moment! Before we dive deeper into the why and how of purpose at work, let’s acknowledge the elephant in the room. We’re all aware that work can sometimes feel trapped in a never-ending “Whack-a-Mole,” where you’re constantly swatting away mundane tasks and dealing with office politics. Trust me, we’ve all been there. But here’s the catch: the purpose is not a one-time revelation that forever banishes the Sunday evening blues. It’s a constant journey of exploration, growth, and adaptation. Just like a skilled wizard constantly hones their craft, you, too, must nurture your purpose, aligning it with the ever-changing work landscape. In this blog, we will explore the importance of purpose at work, the role of leadership in cultivating purpose, practical steps to establish a purpose-driven culture, and strategies for overcoming challenges in maintaining purpose at work.
Table of Contents

What is Purpose in the Workplace?

Purpose can be defined as the reason that propels individuals to find meaning and fulfillment in their work. It goes beyond simply completing tasks and earning a paycheck. The purpose is about having a greater sense of direction and connection to something bigger than oneself. It provides employees with a sense of meaning, passion, and drive, enabling them to fully engage with their work and contribute to the success of the organization. Purpose is not just a nice-to-have; it is a fundamental aspect of employee well-being and performance.

What does a lack of purpose at work look like?

Lack of purpose at work can take many forms. From mismatched work to bored employees, here are some tell-tale signs of lack of purpose at work that every manager should note and act upon: 
  • Low engagement and interest in what’s happening around 
  • Falling performance and productivity 
  • Creativity, innovation, and risk-taking attitude are missing 
  • Isolation and withdrawal, frustration and negative attitude 
  • Not implementing feedback, absenteeism
  • Signs of stress and physical impact of meaninglessness

Why is your team stuck purposeless?

A lack of purpose at work can be due to many reasons, but to list the primary ones, we can consider the following:
  • A misalignment between an individual’s values and goals and that of the organization 
  • Lack of clarity from the seniors and managers about the direction of the organization 
  • Work that turns boring quickly due to monotony, micromanagement, or heavily siloed teams 
  • Lack of opportunities to connect or grow 
  • Rapid changes that are not explained to the team

Why should you care about purpose at work?

In a shocking revelation, McKinsey shares that 2 out of 3 employees in the United States reconsidered their jobs as the pandemic hit. The cause – a purpose, or the lack of it. Before you think that purpose is a very personal matter. Let’s clarify: while purpose is personal, what job we do impacts it heavily.
70% of employees surveyed by McKinsey agreed that they define their purpose around work.
Moreover, as we move toward the frontline workers and away from the managers, another stark contrast is revealed: about 85% of frontline workers are unsure or strongly disagree that they can derive purpose from their work. For you, it means that your team is likely to need a sense of purpose for fulfilment much more than you feel the need in your case. The purpose at work plays a crucial role in employee motivation and engagement, too. The survey revealed that those with little purpose being met at work rated lower in terms of satisfaction and performance, too. When employees have a clear sense of purpose, their work becomes more than just a means to a pay check. Overall, creating a purpose at work helps you:
  • Create personal attachment to work: Work becomes a meaningful endeavor that aligns with their personal values and aspirations. As a result, employees start working with intrinsic motivation, which is the internal drive to perform a task for its own sake rather than for external rewards. 
  •  Build passion and ownership: When employees are intrinsically motivated, they are more likely to be passionate, dedicated, and committed to their work. They go above and beyond, putting in extra effort and taking initiative to achieve shared goals.
  •  Promote the team objectives: Purpose provides employees with a sense of direction and meaning in their work. It helps them understand how their contributions fit into the larger picture and how they are making a positive impact.
  •  Enhance job satisfaction: Purposeful work enhances employee well-being and resilience. When employees have a sense of purpose, they are more likely to experience greater job satisfaction, lower stress levels, and better mental health. The stronger sense of direction and focus allows them to navigate challenges and setbacks more effectively.
Other Interesting Reads

How can leaders create purpose at work?

Leadership plays a critical role in cultivating purpose within an organization. As individuals in leadership positions, it is our responsibility to set the tone, communicate the organizational purpose, and embody the purpose ourselves. But there’s more to it.

Start at the top 

As leaders or managers, the first thing that we can do quite well is define and deliberate on the purpose of our organization or team. If you are confused, here’s a place to start with these five questions: Answering these five questions will help you clarify the purpose of your team. This is where everything roots from, and that’s where every individual feels connected in a shared effort. As a manager, take up initiatives and think about purpose along with your team. While doing so, McKinsey points to a relevant bit: it’s not just about using purpose as a talking point and sending fancy emails about it; you really need to get down and see how it’s working. Think about how the purpose defines you each day, and if you see a gap, start acting. In addition to communication, leaders should embody purpose themselves. They should align their actions and decisions with the purpose, leading by example. When employees see their leaders living the purpose, it inspires them to do the same.

Creating alignment between company goals and individual aspirations

Employees are more likely to find meaning in their work when they see a clear connection between their own goals and the goals of the organization. To do this, the employees first need to know and see the purpose of the work in action.  Here, you can step in as the manager and start talking about culture regularly, give them opportunities to discuss how the team’s purpose is impacting and reflect on those ideas. As per McKinsey, chances like these enable employees to find and fulfill their purpose at work 3x more!  Next up, leaders should work with each team member to align their individual goals and priorities with the company’s overall purpose. This alignment ensures that individuals understand the impact of their work on the organization’s mission. Regularly connecting individual goals to the organizational purpose emphasizes how their contributions are integral to achieving the shared vision.

Establish a Purpose-Driven Culture

Establishing a purpose-driven culture requires practical steps that foster a work environment where employees feel motivated, engaged, and connected to the organization’s purpose. First, organizations should foster a supportive and inclusive work environment. This involves promoting open communication, collaboration, and respect among employees. It also means providing opportunities for employees to contribute their unique skills and perspectives. Second, organizations should encourage autonomy and provide growth opportunities for employees. Empowering employees to make decisions and giving them the freedom to explore innovative ideas enhances their sense of purpose and ownership in their work. Providing opportunities for personal and professional growth helps employees align their individual aspirations with the organization’s purpose. Lastly, organizations should recognize and celebrate purposeful achievements. Acknowledging employees’ contributions reinforces the importance of purpose and motivates others to align their work with the organization’s mission. Celebrating success creates a positive and energizing work environment that fosters purpose and engagement.

How to help employees uncover their personal purpose at work?

There are various tools and exercises that managers can use to help employees uncover their personal purpose. These tools and exercises provide employees with the opportunity to reflect on their values, passions, and aspirations, enabling them to align their personal purpose with their professional roles. Here are some ideas you can use to help your team find purpose at work:
  • Personal vision exercises: Encourage employees to create a personal vision statement that reflects their values, goals, and aspirations.
  • Strengths assessments: Provide employees with assessments that help them identify their unique strengths and talents, like Risely’s people management skill assessments.
  • Mentoring programs: Pair employees with mentors who can guide them in exploring their personal purpose and professional growth.
  • Goal-setting workshops: Facilitate workshops that help employees set meaningful goals aligned with their personal purpose.

Wrapping Up

In conclusion, fostering a sense of purpose at work is pivotal for employee motivation and engagement. It significantly influences job satisfaction, performance, and overall well-being. Effective leadership plays a crucial role in cultivating a purpose-driven culture by aligning company goals with individual aspirations. Encouraging autonomy, growth opportunities, and meaningful tasks can further enhance employee engagement. By recognizing and celebrating purposeful achievements, organizations can bolster their workforce’s morale and productivity. Embracing a supportive and inclusive environment where personal purposes are integrated into professional roles can lead to a more fulfilling and successful workplace for all.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Struggling with purpose? Embrace a growth mindset.

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How To Set Boundaries At Work? Guide For Managers?

How To Set Boundaries At Work? Guide For Managers

Have you ever found yourself answering mail late at night or bent over the desk long after work hours are over? If yes, there is a good chance that you have overextended or even crossed boundaries between your personal and professional lives. As the world adjusted to a global pandemic, employees’ need for better boundary management became even more apparent: the work hours often spilled into non-work ones.  Research suggests this creates a role between our work and at home, leading to higher stress and emotional turmoil. One way to break this rut is to set boundaries at work. Boundaries mean clearly defining what is acceptable and what is not regarding work expectations, communication, and personal time.  In this blog, we will discuss the impact of undefined boundaries on productivity and well-being, the need for boundaries at work, and how to recognize signs of poor boundary management. We will also provide examples of common workplace boundary challenges and strategies for preparing to set boundaries at work effectively. Finally, we will guide you through a step-by-step process for establishing boundaries, explore different types of boundaries at work managers should consider, and offer tips for maintaining boundaries without alienating your team members. So, let’s begin our journey to creating a healthier work environment!
Table of Contents

What do boundaries in workplaces look like?

Picture this: There’s a manager, let’s call her Sarah, who loves protecting her and her team’s peace. She has defined a few things before starting work: she loves spending time with her family and not answering calls during it. Conversely, she avoids contacting her team outside specific hours.  Similarly, while taking up tasks from her seniors, she considers the bandwidth of her team and takes up only a realistically achievable amount of work. It doesn’t mean not striving for greatness, but it saves her from micromanaging her team to the edge of burnout. Do you see what key idea is at play here? Boundaries. Boundaries at work refer to the limits or guidelines that you can establish to protect your physical, emotional, and mental well-being while maintaining professionalism and productivity in the workplace. These boundaries help employees maintain a healthy work-life balance, manage expectations, and navigate interpersonal situations effectively.  Boundaries at work can be about multiple areas, you might declare your personal chat box unreachable for professional matters, or you can set forth that you will not respond to work emails outside hours. In all the forms, boundaries are a tool to obtain manager effectiveness when they are used well. 

What types of boundaries should managers consider?

As a manager, it is important to consider different types of boundaries to promote a healthy and productive work environment. Here are a few examples of boundaries at work you should consider:
Professional Boundaries
  • Not discussing situations and issues that involve private and confidential matters
  • Not participating in a decision where you have a personal stake
  • Upholding the ethical standards and values set forth by your organization
  • Taking up a realistic task load
Emotional and Mental Health Boundaries
  • Prioritize personal care by setting aside time for hobbies and self-care activities
  • Demonstrate support and empathy for employee’s situations without getting overtly involved or emotionally attached
  • Support employees’ mental health by empowering them to advocate for their own needs and boundaries
Personal and Physical Boundaries
  • Respecting personal space, such as preferring handshakes over hugs
  • Keeping interactions strictly professional by avoiding inappropriate contact
  • Staying balanced in relationships by avoiding personal friendships and relations that can lead to conflict of interest

What if I do not have boundaries at work?

Does this seem excessive and unnecessary? Let’s see what happens when we do not set boundaries with the help of another manager. Let’s call him John.  John is a team manager who wants to get things done and often forgets there are limits. Hence, when you meet John after work, he’s still thinking of work, probably with a task list open on his mobile device, while simultaneously texting his team for updates. The next morning begins with similar abruptness for John because the team is ready with questions about their last night’s work. Tired and frustrated, John becomes quite aggressive in his responses and leaves the employees even more confused and clueless about the way ahead.

Signs you don’t have boundaries in the workplace

In John’s case, we notice several signs of missing boundaries at work: 
  • Resentment toward work or team members that’s always chasing you
  • Regularly being at work even after the hours are over 
  • Overstepping in emotional areas and unhealthy communication patterns 
  • Excessive anxiety about updates
  • Burnout, constant tiredness, and decreased performance 
The result is obvious from these lines.

What happens when you do not create workplace boundaries? 

First, as we see in the case of John, we are never off work. Even outside, it feels like we are near our work, and our identity and self-esteem become deeply tied to those neat checklists of our dreams. As a result, a person without workplace boundaries tends to overwork to the brink of exhaustion. Exhaustion brings together its own set of health and emotional issues for one to deal with. Second, not having boundaries in place as a manager creates several second-order challenges. As we see in John’s story, his team starts emulating his behavior. The unhealthy patterns of overworking, excessively sharing updates, and constant check-ins trickle down to the entire team. John’s aggressive remarks further add to the mess by setting up an example of unhealthy coping mechanisms and badly dealing with vulnerability. Third, there are many social and emotional ramifications to handle that do not directly concern work. For instance, a person without boundaries for their availability at work is not able to connect and engage with their friends and family fully. Their role of an employee consistently overpowers any other, throwing work-life balance out for a toss. 

Is there a bad way to set boundaries at work?

Of course! As with everything else, boundaries can be a tool to take a team downhill when they are not set properly. This is especially a concern for managers because if you are sitting too far away from glass walls, your team might not be able to alarm you about the impending danger at all. Imagine you have set strict boundaries around your availability and communication, stating you are only accessible during specific hours. However, this becomes an excuse to avoid responding to urgent requests or participating in important meetings, even when your presence is necessary for team collaboration or problem-solving. On the other hand, this can be a frustrating experience to bear from the side of a team member, too. For instance, what if a team member establishes clear task boundaries, stating they will only handle specific assignments within their job description? However, they consistently refuse to take on additional tasks or assist colleagues, citing their boundaries as a reason to avoid responsibility and workload. Similarly, many such concerns can arise around the misuse of boundaries at work by employees if they are not constructed and understood properly.
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A step-by-step guide to establishing boundaries at work

Establishing boundaries in the workplace requires a thoughtful and step-by-step approach. Here is how you can effectively set boundaries:

Preparing to set boundaries: What managers need at step 0

Before implementing boundaries in the workplace, managers need to take specific steps to ensure they are prepared. Here are a few key things managers need to consider:
  • Self-assessment: First, managers should reflect on their own boundaries at work and identify areas where they may need to set or reinforce boundaries. Self-awareness is crucial in effectively communicating and implementing boundaries. Reflection questions and feedback from your team and peers can be helpful in identifying the areas that you do not wish to negotiate.
  • Communication strategies: Managers should develop effective communication strategies to clearly communicate boundaries to their team members. This involves setting expectations, providing examples, and engaging in open and transparent discussions about what boundaries are and how they can help. While taking up this step, take charge and set an example for your team to enable their healthy boundaries at work, too. Focus on setting expectations correctly and effectively, sharing how boundaries and accountability should be balanced.

Step 1: Define Your Boundaries Clearly

The first step in establishing boundaries at work is to define them clearly. Take the time to reflect on your personal limits and priorities. Consider what is important to you in terms of work-life balance and well-being. This will help you identify specific areas where you need to set boundaries. For example, you may decide to set boundaries around your work hours by clearly defining the times when you will be fully dedicated to work and the times when you will prioritize your personal time. This may involve setting specific start and end times for your workday or designating certain days as personal time, like this:

“I am available for work-related calls and messages from 9:00 AM to 5:00 PM, Monday through Friday. Outside of these hours, please refrain from contacting me unless it’s an emergency. I will respond to non-urgent messages during my next working hours.”

Avoid being vague as follows:

“Feel free to contact me whenever you need assistance or have questions. I’m always available to help.”

By defining your boundaries clearly, you set the foundation for effectively communicating and implementing them in the workplace. This step is essential for creating a healthier work-life balance and protecting your well-being.

Step 2: Communicate Your Boundaries Effectively

Once you have defined your boundaries at work, the next step is to communicate them effectively to your team members and colleagues. Clear and direct communication is crucial to ensure that your boundaries are understood and respected. Start by communicating your boundaries to your direct reports or team members. Clearly express your expectations and provide specific examples to illustrate what is and isn’t acceptable in terms of work-related tasks, communication, and personal time. This helps create a shared understanding and sets the stage for a healthier work environment like in the message shared below.

“Team, I want to ensure we maintain a healthy work-life balance while also staying productive. From now on, let’s reserve non-urgent communication for our regular working hours, which are from 9:00 AM to 5:00 PM, Monday through Friday. If you have urgent matters outside of these hours, please feel free to reach out, but otherwise, let’s respect each other’s personal time. Does that sound good to everyone?”

Additionally, communicate your boundaries to your colleagues and other stakeholders. Clearly articulate your limits and expectations for communication, availability, and work-related demands. This helps establish a culture of respect and accountability around boundaries. On the other hand, badly communicated boundaries in the workplace sound like impositions, as we see here:

“Effective immediately, all non-urgent communication should be limited to working hours. Urgent matters can be addressed outside of these hours. Thanks.”

The direct and impersonal tone of the message provides little scope for communication and context to the others, thus moving away from the key idea of mutual respect and understanding while setting boundaries. Hence, remember to use assertive communication to express your needs and expectations as seen in the first example. Use “I” statements to clearly communicate your perspective and needs without assigning blame or becoming defensive. This approach fosters open and honest communication, which is essential for establishing effective boundaries.

Step 3: Implement and Enforce Boundaries

Implementing and enforcing boundaries at work is a critical step in establishing a healthier work environment. Once you have defined and communicated your boundaries, it’s important to consistently enforce them. Lead by example and set a personal example for your team members and colleagues. Demonstrate your commitment to your boundaries by consistently adhering to them. This sends a powerful message and encourages others to respect your boundaries, as we can see here:

“I appreciate your dedication, but I’ve noticed you’ve been reaching out after hours for non-urgent matters. As we discussed, let’s try to keep non-urgent communication within our working hours to respect everyone’s personal time. If it’s urgent, feel free to contact me anytime. Let’s work together to maintain a healthy balance.”

Be firm but respectful when addressing boundary violations. If someone encroaches upon your boundaries at work, assertively remind them of your expectations and express the impact their actions have on your well-being or productivity. But while you are at it. Ensure that your tone is not harsh or reprimanding someone. Think of things from their perspective too and help them understand yours instead of reacting like this:

“I’ve told you all repeatedly not to contact me outside of working hours for anything that’s not an emergency. Can’t you follow simple instructions? This behavior is unacceptable and will not be tolerated.”

Moreover, you can seek support from your supervisor or HR team if necessary. If you encounter persistent boundary violations or face challenges in enforcing your boundaries in the workplace, reach out to the appropriate channels for guidance and support. They can provide additional resources and assistance in addressing any issues that may arise. Remember that enforcing boundaries is a continuous process. Stay vigilant and consistently reinforce your boundaries to maintain a healthy work environment and protect your well-being.

Step 4: Handling Pushback and Disagreements

When setting boundaries at work, it is common to encounter pushback or disagreements. It’s important to handle these situations calmly and assertively to maintain the integrity of your boundaries and promote a respectful work environment. Anticipate and prepare for pushback or disagreements when setting boundaries. Be ready to explain the rationale behind your boundaries and how they contribute to your well-being and productivity. This can help others understand the importance of respecting your boundaries. For instance, if someone shares frustration at your communication boundaries at work, you can address it as follows:

“I understand your concerns, and I appreciate your feedback. Let’s discuss how we can adjust our communication practices to better support everyone’s needs. Perhaps we can explore setting aside dedicated times for more focused work and communication blocks for collaborative discussions. What do you think?”

Offer alternative solutions or compromises when appropriate. Flexibility and understanding can help address concerns and find a middle ground. However, it’s important to maintain the integrity of your boundaries and not compromise your well-being or values. When faced with pushback or disagreements, stay calm and assertive. Clearly and respectfully restate your boundaries, reminding others of your expectations and the impact their actions have on your well-being or productivity. Avoid becoming defensive or engaging in arguments as seen here:

“I’ve made my decision, and that’s final. It’s not up for discussion. Follow the rules or face the consequences.”

Remember that handling pushback and disagreements is part of the boundary-setting process. By addressing these challenges assertively and respectfully, you establish a culture of respect and accountability around boundaries in the workplace.

Step 5: Regularly Review and Adjust Boundaries

Regularly review your boundaries at work to assess their effectiveness and make any necessary adjustments. Consider factors such as your workload, personal commitments, and overall well-being when evaluating your boundaries. Be open to adjusting your boundaries as circumstances change. Workload fluctuations, personal obligations, and other factors may require you to modify your boundaries to maintain a healthy work-life balance. Flexibility is key in ensuring that your boundaries continue to serve you well. For instance, you can take up this discussion with your team like:

“I’ve noticed some challenges with our current communication boundaries, particularly with project collaboration. Let’s brainstorm together and see if there are any adjustments we can make to better support our workflow and productivity. Does anyone have any suggestions or concerns?”

This shows proactive leadership and values feedback from your team members and colleagues. Their input can provide great insights into the impact of your boundaries and help identify areas for improvement or adjustment. Transparency and communication are key factors in this review and adjustment, without these, the changes can very quickly turn into diktats like this:

“Effective immediately, we are adjusting our communication boundaries. All non-urgent communication will now be restricted to email only, and response times are expected to be within 24 hours. Thank you for your cooperation.”

Remember that boundaries are not set in stone. They should evolve as your needs and circumstances change. Regularly reviewing and adjusting your boundaries ensures that they remain relevant and supportive of your well-being and productivity.

How to set boundaries at work without distancing yourself?

A common concern among managers while setting boundaries would be that their team might end up being alone on the field. And this obviously happens when the boundaries are badly set and reinforced. If you see boundaries as dynamic tools to get things done and keep reviewing them, you can maintain the delicate balance between healthy relationships at work and workplace boundaries. Maintaining boundaries without alienating your team members is essential for creating a positive work environment. Here are a few strategies to achieve this:
  • Use positive reinforcement: Recognize and acknowledge when your team members respect and adhere to your boundaries. Provide positive feedback and reinforcement to encourage their continued respect for boundaries.
  • Lead by example: Maintain your boundaries and demonstrate the benefits of a healthy work-life balance. By setting a positive example, you inspire your team members to prioritize their well-being and establish their own boundaries.
  • Embrace leadership qualities: Be approachable and supportive as a leader. Encourage open communication and create a culture that values boundaries and well-being. By fostering a positive work environment, you can support your team members while maintaining healthy boundaries.

How can you encourage team members to set their own boundaries?

Encouraging members to set their own boundaries is essential for their personal growth and well-being. Here are some ways to support and empower your team in setting their boundaries: First, focus on creating a safe space where team members feel comfortable expressing their needs and boundaries without fear of judgment or retribution. You can start by taking a lead on the process through flexibility in work schedules, remote work options, and time off. This allows team members to align their work with their personal commitments and priorities. Second, clearly communicate the organization’s expectations regarding work-life balance and the importance of setting boundaries. Encourage team members to prioritize self-care and well-being while remaining the custodian of organizational values and goals. In this process, demonstrate the importance of setting boundaries by setting and respecting your own. Share your experiences and challenges with boundary-setting to inspire and motivate your team. Lastly, sometimes your team members might be conflicted while setting boundaries at work. Offer resources, training, and support to help team members develop the skills necessary to set and maintain boundaries effectively. This can include workshops, coaching, or access to mental health resources. Moreover, acknowledge and celebrate team members who successfully establish and maintain their boundaries. This recognition will encourage others to do the same. By encouraging team members to set their own boundaries, you empower them to prioritize their well-being and achieve a healthy work-life balance. Still confused about workplace boundaries? Have a chat with Risely’s AI coach, Merlin to get rid of all the doubts and questions in your mind. Merlin can help you in three ways: 
  1. Situational discussion: Talk about boundaries and throw all your questions in. What are boundaries? Why should you build them? Is your boundary a good one or a bad one? Let Merlin think about everything that’s confusing you.
  2. Skill development: The boundaries are set, but skills are keeping you stuck. Assess and improve yourself in critical areas like assertive communication and a growth mindset with Merlin.
  3. Role-plays: Is some team members’ potential reaction keeping you away from setting boundaries? Are you dealing with constant violations with no idea how to address them? Play it out with Merlin, who will become your partner and coach in getting such difficult conversations right.
Start now: Free trial with Merlin

Conclusion

Setting boundaries at work is crucial for maintaining a healthy work-life balance and fostering a productive environment. By clearly defining and communicating your boundaries, you can prevent burnout, improve well-being, and enhance team dynamics. Remember to regularly review and adjust your boundaries as needed. Use positive reinforcement techniques and lead by example to encourage boundary respect. Navigating difficult conversations around boundaries requires assertive yet respectful communication. Building a supportive ecosystem where everyone’s boundaries are valued is key. Ultimately, prioritizing boundaries benefits both managers and their teams, leading to a more harmonious and efficient workplace.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Let’s review your leadership skills real quick!

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How To Build A Teamwork Mentality As A Manager?

How To Build A Teamwork Mentality As A Manager?

What’s the difference between a set of people working together and a team? It’s the mindset. Or the mentality. A teamwork mentality is what keeps people focused on shared goals and pushes them to keep the team’s ambitions above everything else. But, this example of success is more challenging to find than talk about. What can you do about this? Let’s figure out in the blog below as we discuss – 
  • What is a teamwork mentality? 
  • Why should a manager bother with it?
  • How can you create a teamwork mentality? 
From setting clear goals to promoting a positive team culture, these strategies will help managers lay the foundation for effective teamwork and enhance team collaboration.
Table of Contents

What is a Teamwork Mentality?

A teamwork mentality is the shared mindset of a group of colleagues working towards a common goal. It involves cooperation, collaboration, and a focus on the team’s collective success. In a teamwork mentality, individual team members prioritize the team’s goals and interests over their own. They demonstrate a positive attitude, commitment, accountability, and responsibility for their actions.

Why should you focus on a team-first mindset?

Effective teamwork is essential for organizations to achieve their objectives. It ensures that team members work together efficiently, share information and resources, and support each other in achieving their goals. A teamwork mentality also promotes open communication, trust, and respect among team members.  Fostering teamwork is crucial for effectiveness as a manager in a leadership position. It is essential when you are a new manager because not moving from the thinking process of an individual contributor to that of a team leader can bug your way.  A strong teamwork mentality in your leadership philosophy means that you understand the importance of collaboration, communication, and emotional intelligence in achieving team goals. Leaders prioritizing teamwork create an environment where team members feel valued, supported, and empowered. As a result, people think they are contributing to something more significant and not just working hard for things that do not matter to them. By embodying the values of teamwork, you can inspire and motivate team members to adopt a similar mindset and work together towards a common goal.

Key Differences Between Individual and Team Mindsets

Individual and team mindsets have distinct characteristics that impact team dynamics and performance. In an individual mindset, team members primarily focus on their own goals, interests, and success. They prioritize personal achievements over the collective success of the team. Individual mindset often leads to limited collaboration, communication, and mutual support among team members. On the other hand, a team mindset emphasizes the importance of working together towards a common goal. Team members with a team mindset prioritize the success of the whole team over individual achievements. They collaborate, communicate openly, and support each other in achieving shared objectives. In a team mindset, team members recognize that their contributions are valuable to the team’s overall success. Building a teamwork mentality involves shifting individual mindsets towards a team-oriented attitude. Let’s check out how you can shift your team toward a teamwork mentality.

Do you have a teamwork mentality? Some signs of absence to note

At first, your team might not be open to changing their thinking as you set up a new way of thinking. And that’s completely okay; significant and sudden changes often face resistance. Moreover, some of your team might need support in getting things done. Let’s see what these common challenges of a teamwork mentality are and how can managers like you beat them with some examples –

There are frequent conflicts in the team 

In a marketing team, there’s no clear communication about roles and responsibilities for a particular project, team members step on each other’s toes, leading to conflicts over who should take the lead or contribute in what way. These conflicts hinder productivity, create a toxic work environment, and ultimately damage the team is not able to collaborate effectively.

Before proceeding to the conflict resolution, take some time to understand why those conflicts are arising. Is it a difference in personalities, working styles, or priorities? If it is any of the latter two, you can step in as a manager and help. In case of personality or communication conflicts, listen to both sides and help you find common ground to work on. Remember, teamwork is about accommodating and achieving shared goals; it’s not about one-upmanship.

Accountability gets lost in the shadow of teamwork

A software development team fails to meet a project milestone. Team members constantly shift blame or make excuses rather than taking ownership of their tasks and commitments It leads to delays, frustration, and a breakdown in trust among team members.

Teamwork does not mean putting everything on a shared task list. Instead, you are still required to define individual roles and responsibilities. The only difference is that each of those individuals works in contingency with the rest. Their work can impact each other’s outcomes, and together, they can make an impact. Be sure to set expectations clearly at both team and individual levels. At times, such conflicts also arise when team and personal goals mismatch.

People feel that workload is not distributed fairly

In a sales team, if one or two members consistently avoid challenging or less desirable tasks, such as cold calling or following up on leads, while others are left to handle the bulk of the workload. It breeds resentment and frustration among team members. This imbalance not only undermines team morale but also hampers overall productivity and performance, which are crucial for good sales.

Managing workload distribution fairly is essential for maintaining teamwork and ensuring the team’s success. Before delegating, assess team members’ skills, strengths, and availability for different tasks. Review and adjust workload distribution as needed regularly while also encouraging open communication and flexibility in task assignments.

Teamwork falters often

In a project team tasked with launching a new product, team members work in silos without sharing information or seeking input from each other. It results in disjointed efforts, missed opportunities, and ultimately, a failed project. Without a collective commitment to working together towards common goals, the team’s performance and success are compromised.

Continuous learning and development are vital for sustaining a teamwork mentality over time. Adapting to changes and evolving alongside your team is crucial as a manager. Embracing valuable insights and feedback while promptly addressing challenges can keep the team motivated and cohesive. Remember, trust builds slowly but is fundamental for long-term success. Your team will thrive and overcome obstacles together when you nurture a positive attitude and create a culture that emphasizes growth for all. If those examples seem relatable, your team needs to rethink their approach to getting things done. A team-first attitude can bring drastic changes, as it puts forth the team’s needs and lets go of personal agendas. As managers, we can do a few things to get this process started, as suggested in the following section.
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How can a manager build a teamwork mentality?

Managers are the pivot of a team. And hence, they are central to the mindset that a team will adopt when they start working. Here’s what you can do as a manager to build a team-first mindset in your employees.

Laying the Foundation for Teamwork

As with any process, building a team-first mindset starts by setting the right framework for you as a manager. Primarily, getting this foundation right would include defining what prioritizing the team looks like in terms of your vision and goals. Further, you head on to set roles and create a system that thrives with a mindset that focuses on teamwork.
  • Setting clear, achievable goals: Setting clear, achievable goals is crucial in fostering a teamwork mentality. When team members understand the goals and have a shared vision, they can align their efforts toward a common objective. The key here is to remind everyone how their small efforts make up the big picture. This promotes a sense of direction, focus, and collaboration among team members.
  • Defining who does what to achieve the goals: Establishing roles and responsibilities within the team is essential for promoting good teamwork. When team members have clearly defined roles, they know what is expected of them and how they contribute to the team’s objectives. 
  • Keeping people set on goals together: Creating accountability and dependency among team members is crucial for building a strong teamwork mentality. When team members feel accountable for their actions and outcomes, they are more likely to take ownership of their responsibilities and work towards the team’s success. 

Keeping a teamwork mentality alive

Now that you have set the stage, the fun is about to begin. Teamwork is an ongoing activity, and as your team handles the ups and downs of business, you will put your plans into action. In this process, what can a manager do? Well, a lot of caretaking and delicate balancing is needed to keep a team-first mindset alive and robust among your employees. Otherwise, it is easy for them to fall into individual mindsets and stay within the boxes set forth by corporate environments. To ensure that a teamwork mentality is sustained in your team, think along these ideas: 

Create A positive team culture

Developing an employee-focused team culture is essential for fostering a teamwork mentality. Such a positive team culture focuses on collective goals and systems and favors long-term actions over individualistic pursuits. It promotes open communication, trust, and collaboration among team members and encourages diversity, inclusivity, and a healthy work-life balance. Overall, it helps you show that you value and trust your team to get the job done. 

Build Trust and Open Communication

Trust and open communication are foundational elements of a positive team culture. When team members trust each other and feel comfortable expressing their thoughts and ideas openly, valuable insights can be shared, and collaboration becomes more effective. 

Encourage Diversity and Inclusivity

Encouraging diversity and inclusivity is essential for building a positive team culture. Diverse teams bring different perspectives, experiences, and skills, fostering creativity, innovation, and better problem-solving. Moreover, diversity of thoughts gives you perspectives that you might often ignore. 

Actionable strategies for a team first workplace

Let’s move on to the actions once you are clear on the ideas. What can you do to consistently create a team-first mindset and demonstrate its importance to your employees?

Team Building Activities

Implementing team-building activities is a great way to enhance team collaboration and foster a teamwork mentality. These activities allow team members to get to know each other, build trust, and improve communication. Some examples of team-building activities that you can try are:
  • Icebreaker games to break the ice and create a positive atmosphere
  • Group problem-solving activities to encourage collaboration and problem-solving skills
  • Outdoor activities or retreats to create bonding experiences and foster team spirit
  • Team building workshops or seminars to develop teamwork skills and improve team dynamics

Technology for Better Collaboration

Adopting technology is an effective way to enhance team collaboration and streamline communication and work processes. It is beneficial for managers of remote and hybrid teams. Here are some ways you can use technology for better collaboration:
  • Adopt collaboration tools and platforms that facilitate communication, file sharing, and project management so that your team always has access to the resources they need
  • Use video conferencing tools for virtual meetings and remote collaboration to keep connections alive even at a distance
  • Implement task management tools to track progress and assign tasks; it’s also great to sync up across teams and collaborate 

Recognizing and Celebrating Team Achievements

Recognizing and celebrating team achievements is crucial for fostering a positive team culture and enhancing collaboration. It shows that you care about the achievements built together and not just personal milestones. Here are some ways you can recognize and celebrate team achievements:
  • Celebrate milestones and achievements with team-wide events or rewards
  • Encourage team members to recognize and appreciate each other’s efforts and contributions
  • Foster a culture of positivity and gratitude by highlighting team successes and expressing appreciation openly

Wrapping Up

A teamwork-first mentality is essential to keep your employees together and focused on a shared vision. Building motivation and inspiring your team to achieve more is also necessary. As a manager, fostering a team-first mindset can help you set your team apart from the rest – as they are ready to go above and beyond for the goals that matter to all. But it takes a lot of work. Building a teamwork mentality takes copious amounts of hard work, from setting the goals right to consistently learning and adapting to the team’s needs. Sometimes, troubles like conflicts and interpersonal issues can hold you back, but fret not! Because Risely, the manager’s buddy, is there to help you out of those tricky situations. Regular nudges, conversations, and activities are designed to build your skills as a people manager slowly, and much more are awaiting a free 14-day trial of Risely for you.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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How to give constructive feedback to employees?

How to give constructive feedback to employees?

Have you ever sought directions while driving? What’s better? 
  • Go straight and take the second left. 
  • It’s ahead somewhere toward the left.
If you are pointing toward the first statement, you already know a thing or two about constructive feedback. Giving feedback as a manager is like showing direction to your team members who want to move ahead. They get stuck on the way because the turns are tricky and the road is bumpy; that’s where you jump in as a manager and help them find the way – through constructive feedback.  In this blog post, we will examine the core ingredients and process of delivering constructive feedback. So, let’s get started.
Table of Contents

What is constructive feedback?

Constructive feedback is delivered to aid improvement. It focuses on recognizing the strengths, underlining the weaknesses, and providing guidance. It refers to a kind of feedback that has been designed to enhance the effectiveness of someone’s work and is a form of communication where specific aims are implied. Constructive feedback facilitates rather than impedes a person’s or group’s development. It is given in a way that encourages people to improve their own work rather than just to receive correct or helpful feedback.

What are the critical ingredients of constructive feedback? 

Constructive feedback is made of five core features. 
  • Clarity: The manager should highlight the problems and suggest clear solutions. Clear communication aligns with the principles of effective communication: clarity, coherence, confidence, concreteness, correctness, conciseness, and courtesy. Following these principles ensures that your team members can easily understand and follow through.
  • Autonomy to solutions: The second critical feature of constructive feedback is autonomy to solutions. Feedback refers to nudges and guidance toward objectives. If you actively push someone and take account at every step, it is called micromanagement. Thus, good constructive feedback allows the person to choose how and when to act on it, if they want to act at all. 
  • Behavior-focused: Good constructive feedback does not focus on the person or their personality traits. Instead, it focuses attention on the work and tasks that they are charged to do. It steers clear of judgments and remarks outside the task-related area. 
  • Positive and respectful: Maintaining positivity and respect are very important in ensuring that your feedback is acted upon. Feedback delivered in a condescending manner hurts emotions and further creates a divide between the team and the manager. Conversely, being positive and respecting the context and limitations allows both parties to work together toward their objectives.
  • Fact-based: Good feedback has facts backing it up. Make sure to add specific examples or instances while sharing feedback, as this adds clarity. Similarly, examples of objectives and behaviors can help identify the proper improvement area. 
These five features make up constructive feedback. Let’s see them in action in the illustration below: 

7 Examples of Constructive Feedback to Employees

Let’s take a look at some examples of constructive feedback in the workplace for better understanding:
Constructive Feedback for Improving Task Performance

“I noticed that in the last team meeting, your presentation lacked specific data points. To improve, try incorporating more statistics and examples to make your points clearer and more persuasive.”

Constructive Feedback on Time Management

“I’ve observed that you sometimes struggle to meet deadlines. To enhance your efficiency, consider breaking down tasks into smaller, manageable chunks and setting interim deadlines for yourself.”

Constructive Feedback on Communication Skills

“Your emails could be more concise and professional. Consider rephrasing sentences to be clearer and proofreading for any grammatical errors before sending them out.”

Constructive Feedback for Team Collaboration

“During group projects, it’s important to actively listen to your colleagues’ ideas and contribute constructively. I’ve noticed that you tend to dominate discussions. Try to encourage participation from others and integrate their perspectives into our work.”

Constructive Feedback for Problem-solving Skills

“In resolving client issues, I’ve noticed you sometimes rush to solutions without fully understanding the problem. Take some time to analyze the situation thoroughly before proposing remedies, and consider consulting with team members for diverse insights.”

Constructive Feedback for Employee’s Professional Development

“To further develop your skills, I suggest attending workshops or online courses related to project management. This would help you gain new perspectives and techniques that could benefit our team’s productivity.”

Constructive Feedback on Leadership Skills

“As a team leader, it’s crucial to foster a positive work environment. I’ve noticed some tension within the team lately. Try to address conflicts promptly and encourage open communication among team members to maintain a cohesive and supportive atmosphere.”

You can find more examples of constructive feedback at work here:
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How to deliver constructive feedback? 5 Effective tips

Here are the five basic ideas you should remember while delivering constructive feedback. Take a look at the examples provided below to understand each of the areas better.

Keep feedback for your team timely 

Effective constructive feedback is delivered on time, like the birthday cake delivered right at midnight, that gives the correct amount of delight and joy. Constructive feedback given in real-time can help your team members correct harmful patterns before they develop into bigger issues. Moreover, you can help align their development and growth plans with those of your team – keeping everything in sync. Let’s look at this with an example: 

“During the team presentation earlier, I noticed that your slides lacked clarity in explaining the project’s timeline. Providing a clear timeline is crucial for our stakeholders to understand the project’s progress. Moving forward, could you revise the slides to include specific dates and milestones? This will ensure our message is conveyed effectively and help us maintain credibility with our stakeholders.”

This feedback explains the issue (lack of clarity) precisely right after it happened (a presentation earlier in the day). As a result, the incident is fresh in both minds, and the team members can quickly note suggestions to apply in the next one. 

“After reviewing the project presentation from last month, I realized that your slides lacked clarity in explaining the project timeline. It’s important to provide clear timelines for stakeholders to understand the progress. In the future, please make sure to include specific dates and milestones in your slides.”

When feedback is delivered a month later, many more presentations are passed! The same error gets repeated until corrected later, which would be harder to track as the issue is now on the back burner. Potentially, the team member would just be annoyed at you digging graves of a matter they no longer remember.

Don’t focus on negatives alone

Mixing up feedback and criticism is easy. But worry not; here’s a simple differentiation: 
  • criticism: points out the bad parts alone 
  • constructive feedback: recognizes the good, highlights the bad, and pushes toward the better
While delivering constructive feedback, ensure that you are balancing both sides. Managers often falter and become too optimistic or pessimistic, resulting in employee losses. On the other hand, if your feedback is overtly hostile, it will discourage the employee instead of motivating them to act toward improvement.  Here’s what balance looks like 

“Well done on completing the project ahead of schedule; your dedication and hard work are evident. However, I noticed a few instances where communication could have been improved within the team, leading to some misunderstandings. Moving forward, let’s continue to prioritize clear communication to ensure smooth collaboration and success on future projects.”

Here, the manager starts by offering praise and quickly deviates into a weakness, which they point out specifically. Ultimately, they reinforce the positive message and provide suggestions for proceeding. This is known as the feedback sandwich method.

“You failed to meet the project deadline, causing significant delays. Your lack of organization and commitment is unacceptable. If this continues, it will reflect poorly on the entire team and could jeopardize our success. You need to step up your game immediately.”

Conversely, in this example, the manager sets a negative tone throughout, making the team members defensive or emotionally charged. Moreover, they are likely to be disappointed as the positive aspects of performance are not highlighted at all, and they have no ideas on how to change things.

Use examples and evidence

Using examples and evidence to support your recommendations and suggestions is the first step toward ensuring your feedback is fact-based. It also helps ensure that feedback is rooted in real reasons instead of being powered by prejudice or biases against a few team members. Moreover, using specific instances helps the employee understand your concern in detail and act accordingly. Here’s how this goes:

“I noticed during yesterday’s client meeting that you effectively addressed all of the client’s concerns and provided detailed explanations for each issue raised. Your thoroughness and knowledge of the project were impressive and contributed significantly to building client confidence in our team’s capabilities.”

After receiving this feedback, your team members will know what they did right and should continue doing. Leaving people puzzled with feedback is pretty easy, too! Here’s how you should not do it:

“I think you did a great job in the client meeting yesterday.”

Everything’s positive, but they will never find out exactly what made it great. We often use feedback to point out the negatives, but feedback is also a tool to reinforce the positives. The good things need examples, too! Additionally, highlighting examples of good behavior during team feedback sessions boosts your employees’ esteem and sets standards for others to follow.

Pay attention to the receiver 

Feedback sessions can also be emotionally charged rooms. At times, your team member’s response to receiving negative feedback can be defensive, or they might try to shift the blame onto someone else altogether. Otherwise, some people go passive during feedback sessions. The key to winning here lies in emotional intelligence and awareness. 
  • Understand the context: If the team is overloaded and your feedback is about meeting deadlines, there’s a title that they can use. Ensure you understand their perspective and the context in which they operate before sharing feedback. It helps you assess their performance better. 
  • Keep the tone right: Your tone and body language matter greatly during a feedback session. The secret to making constructive feedback right lies in nailing this critical element during meetings. Be open-minded and ready to listen actively while being an assertive communicator who can clearly set expectations.
  • Provide privacy and safety in critical moments: Ensure that feedback discussions are private and limited to the concerned team members. Psychological safety during such moments goes a long way in building team cohesion and trust.

Focus on guiding your team

Constructive feedback is not just about passing judgment. It focuses on aiding growth, and a manager can do that best by guiding others in the right direction. When delivering feedback, remember to add tips or suggestions that your team members can follow. Be ready to follow up on feedback meetings with further questions. Moreover, be open to questions during the feedback sessions themselves; it assures your team more clarity and establishes that you care about their growth. After all, their growth is the team’s growth.

“You seemed unsure during the team meeting.”

The feedback that is devoid of guidance is like lost potential. It’s merely an observation that does not suggest the exact issue and why it needs to be resolved, let alone how to resolve it. A manager can make their feedback much more effective by focusing on actionable advice for the team, such as –

“I noticed that in the team meeting, you had some difficulty articulating your ideas clearly. To improve, I suggest practicing summarizing your points beforehand and focusing on speaking slowly and confidently. Additionally, consider using visual aids or examples to illustrate your ideas, which can help make your communication more effective. Let me know if you need any support or resources to work on this.”

This feedback helps the team look at the issue (not articulating ideas clearly.) Then, it gives suggestions that can be applied. Lastly, it offers further support, reinforcing the team member’s choice of acting on the feedback in a manner that suits them.  Still confused about what’s good feedback and what’s not? Read more here: Ineffective feedback: Are You Unable To Give Constructive Feedback?

How can you improve your constructive feedback skills?

Unironically, it starts with getting some constructive feedback. Providing feedback is an essential skill for managers and leaders. But no one hands us the ultimate feedback guide when we climb the ladder. A lot is hit and trial, and it remains so. We can speed up progress with some tips on constructive feedback for managers. 
  • Keep learning from mistakes: We are going to make some mistakes. The critical point is that you should remain open to learning and improving from those incidents. Moreover, you can make some of the mistakes yourself. If you ever had a manager whose feedback meetings you hated, think about why.  Meanwhile, keep practicing with constructive feedback exercises with your team.
  • Seek feedback from your team: You can add a quick question to the meeting to get their thoughts on this issue. Your team members can help define what sort of help they need, and then you can fine-tune your approach to constructive feedback. 
  • Assess your skills regularly: Self-assessments can be super helpful in building skills over time. Risely can help you assess your constructive feedback skills for free here. Moreover, you can seek reviews on your skills from your team, too. 

Wrapping Up

Constructive feedback, which focuses on strengths, weaknesses, and guidance, is essential for the growth and development of your team. Its critical ingredients—clarity, autonomy to solutions, behavior-focused, positive and respectful, and fact-based—ensure effective communication and improvement. Continuous learning and seeking feedback help you refine constructive feedback skills, fostering a culture of growth and development within teams.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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5 Secrets Of Solid Goal Setting At Work You Can’t Miss

5 Secrets Of Solid Goal Setting At Work You Can’t Miss

“I don’t focus on what I’m up against. I focus on my goals and I try to ignore the rest.” Venus Williams
That’s the inspirational, single-minded focus that seven-time Grand Slam-winning American Tennis player Venus Williams brings to the table. And rightly so, she is regarded as one of the greatest of all time in her sport. Her mindset points to a great idea here: focus on what matters, and the rest will take care of itself. Setting goals and achieving them is not just a matter of sports; there’s plenty to win outside the arena in workplaces and many other situations. In this blog post, we will unravel the secrets of goal setting at work for managers and leaders. We will also look at the five essential ingredients of successful goal-setting – taking it in as more than just a vanity exercise and making a real impact. So, let’s get started.
Table of Contents

What is goal setting?

Goal setting refers to the process of defining outcomes that you want to achieve within a set timeframe. For instance, you might aim to read 12 books this year. Goals are often used to motivate and induce action, even for things that we do not like to do often (think of those New Year’s resolutions languishing in the back). Goal setting at work benefits personal growth and development and achieving strategic objectives with teams. It helps people measure progress, overcome procrastination, and visualize the dreams on which teams are founded. When goal-setting becomes a habit, it can help individuals stay motivated, focused, and optimistic in their outlooks.

Why should managers care about goal setting at work?

To many managers, setting goals for many people and yourself seems tedious. But think of everything that you can achieve by mastering this skill. Effective goal setting in the workplace enables you to; 
  • Push your team forward: Alignment of your team’s actions effectively with the broader strategy is easier. This will also keep the individual’s needs in sync with the team’s targets, ensuring that they are accountable and motivated. Your team feels connected to the organization too.
  • Easily track performance: Goals make performance reviews easier. When your team members have clear goals, you can accurately and efficiently measure performance instead of banging your head against a table when reviews need to be filled. 
  • Build good work habits: Setting goals at work is net positive as it enhances team performance. Consider marketing team A, which has been instructed to “reach out to people,” vs. team B, which has a goal of “reaching out to 10 people every day.” Who is likelier to understand what to do and rightly schedule their work?
  • Reach strategic objectives: Goal setting in the workplace puts strategies into action. Big plans and visions are great, but it’s the smaller goals that make them move. Honing solid goal-setting habits enables managers to define short-term outcomes expected from their teams that contribute to more significant objectives.
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Top 5 goal setting strategies for managers

Let’s be honest: each of us has goals for us. There are some on your diary right now. But how often are we able to keep up with them? Pretty frequently, we miss it. And we don’t always a Duolingo bird threatening us to keep going. So, how can we achieve goals without Duolingo holding a knife at us? Here are a few strategies of goal setting at work that can help us out:

Align with the company framework 

As a manager, you are responsible for setting goals for yourself and your team. So before jumping on to goal setting at work, have a good look at the context and scope you are working with. In most instances, your organization would provide you with a broader framework to operate. It could include: 
  • The goal-setting frameworks for the entire organization: Some companies love OKRs, while others swear by MBOs, and yet others figure something out of their own. Having a system across the organization ensures easy understanding and compatibility, even in cross-functional collaborations. Hence, try to play in this frame so that your team does not find multiple systems hard to navigate.
  • The long-term goals: Your company would share the long-term strategies and objectives of which your team is a part. From this insight, take away what your team can do and how they can do it best—that will help you define goals for your team while keeping in touch with the rest.
Aligning team goals with the company framework ensures that your work is impactful and recognized clearly by senior management. Performance is also easier to track and appraise.

Make goals at work challenging

If I were to ask you to run a hundred meters right now, you wouldn’t think much of it. But instead, if we decide to participate in a half-marathon three months later, there’s much more to do and think about. That goal requires you to plan, practice, and get moving before D-day. And this is what you need your workplace goals to look like. A small challenge goes a long way in keeping us moving. Locke’s study of goal setting sums up this: We like our goals to be clear and challenging, which positively impacts task performance at work. Hence, the next time you set goals for your team, be more like “improve efficiency on process X by 25%. I know it’ll be hard, but I am here to help out,” and less like “let’s improve our performance, buddy.” In the same set of studies, we have another interesting feature of goals that work: they are as clear as water. A good goal tells you precisely what needs to be done and when, a bad one leaves you confused. Think back, have you ever received vague feedback like, “Hi, you need to improve your communication skills.” Even if you try, you won’t get their point. Similarly, your team would want goals that clarify where to act. This approach also falls in line with the SMART goals framework. Are you looking for more examples of goal-setting? Hop on: 5+ Examples & Tips Of Goal Setting For Managers At Work

Make goals at work achievable, too

Excitement is a great motivator, but failure hits hard, too. Thus, when setting goals in the workplace, ensure that you do not set your team up for failure. A lot of overzealous managers can do this unintentionally. And while we all love a challenge, pushing ourselves too much has detrimental consequences that are not worth it. Your goals should read: “Increase quarterly sales revenue by 8% compared to the same period last year. We have a couple of new people joining, and our strategies are improved now.” And here’s a red flag: “Increase quarterly sales revenue by 50% compared to the same period last year without implementing any new sales strategies or initiatives.” Unrealistic goals are not only bad organizers of work; they often push employees onto the edge of burnout. If it goes on for too long, your turnover rates will rise. Plus, managers tend to micromanage and become overburdened when these wrong goals are not met. In the best interest of yourself and your team, it’s okay not to be a superhero. Read more here: Unrealistic Goals vs. Stretch Goals: The Fine Line

Regularly update and track goals at work

Think back to the goals you met; they’d have one thing in common: you checked your progress often, whether by ticking the box daily in your diary or taking tests regularly while learning languages. Regular check-ins are essential to completing goals. Goal setting at work is most effective when the manager consistently supports the team and helps when they get stuck. Conversely, regularly tracking goals also enables you to ensure that deadlines are not being missed. Similarly, as your team progresses, the goals must also move ahead. Keep finetuning the objectives as your context continues to develop. Ask your team for suggestions, too. Technological changes or new challenges from the business environment can be critical reasons to consider this. Outdated goals would push you in the wrong direction and make your work double. Thus, keep watching and keep updating. Goal-setting activities can help you out in this, check a few here: 6 Fun goal-setting activities to help you achieve your dreams

Align with individual growth and development plans

Last up, keep your team members in mind while setting goals at work. Goal setting in the workplace can be significantly out of sync for many people; the tasks assigned may not meet their personal development and growth plans. As a result, they could be disappointed and demotivated to perform. Thus, set goals with your team, not for your team. Bringing them on board will show that their opinions matter and their ideas are put into action right before their eyes. It solicits greater engagement and action toward the objectives. Moreover, by ensuring the alignment between team and individual goals, you also demonstrate an interest in your team’s needs and wants, which can cause them to place loyalty and trust in your efforts, making you a great manager. Goal setting questions are a great way to do this. Deriving goals from the long-term vision and matching them to the individual team member’s ideas and needs is an excellent approach to cultivating a “line of sight.” Yale coined this term, which hints toward an approach to goal setting in the workplace that hinges on active contribution from all levels of the organization, a great understanding of the impact of efforts, and ultimately a sense of belongingness—everyone moving ahead together.

How does goal setting lead to success? Goal-setting mistakes to avoid

Goal setting in the workplace is an excellent step toward envisioning success. Nonetheless, it can sometimes falter. As discussed above, alignment of goals in the workplace is essential in this equation. That’s the pivot in keeping everything moving. And that’s where mistakes happen often. For instance, the senior management imposes goals instead of developing goals collaboratively with the team members concerned. Overworked and demotivated teams are the result. In some cases, the goals might not make sense to the individuals working on them. It happens without sufficient communication. Goal setting at work cannot be done in siloes. Instead, it calls for sharing and working together. Show the vision, demonstrate how every effort contributes, and encourage your team to own initiatives. In some cases, especially with new managers, goal setting at work can be troublesome because the teams are not ready to take them up. It could happen when you are in a crisis and set up stretch goals that need your team to push more than usual. The key to such situations lies in solid negotiation skills and setting the right expectations with your team. At times, you would need to go ahead and convince why a goal needs to be on the sheet, so be ready to be your persuasive best. By the way, this is about more than just your team members; you might find yourself doing this with your seniors, who often need more time to be ready to see things your way and stick to conventions regarding plans and goals. Lastly, beware of unrealistic goals creeping up on your goal. Goal setting in the workplace is an exercise that is best done in reality and with a thorough goal-setting process. Thinking of what should ideally happen will take you far away from what can really happen. Unrealistic goals do not account for missing resources or team members’ limits; they push things too hard till they fail. Avoid falling into this trap.

I made the goal-setting mistakes already. What’s next? 

No worries, we can find some ways out. Here are some tips for goal setting at work that every manager should know: 

Key skills to work on 

Goal setting is not just about deciding timelines and putting the resources in. That definition would be sheer injustice to the skill it takes. Goal setting at work includes looking for challenges and removing them as they pop up, keeping track of the smaller tasks, and providing feedback and guidance to keep your team going. To ace this set of goal-setting abilities as a manager, focus on these skills; 
  • Prioritization: Focus on what matters, first and foremost. Keep the urgent and essential things at the top while the rest can find homes later. Prioritization helps you sort the mess out when your to-do list is longer than your mobile screen. 
  • Interpersonal communication: Big task lists are scary. Talk to your team. Keep them informed, motivated, and, above all – reassured about your presence in the middle of a mess. They might hate you for creating it, but be present. Interpersonal skills also come in handy while confronting people amidst your collaboration efforts. 
  • Problem-solving: You have the problem, so the need for this skill is relatively self-explanatory. Hone problem-solving skills to enable a view of the bigger picture. It’ll help you get the context right and choose the best action.

How do we avoid repeating goal-setting mistakes?

  • Learn from the mistakes: Reflect and take time to understand what went wrong and why. Don’t do that again. Self-reflection, brainstorming sessions with the team afterward, and feedback from the concerned people can help understand the rights and wrongs. 
  • Self-assessments and feedback: Assess your skills using Risely’s free goal-setting assessment for managers and leaders here. It will also help you solicit feedback from your team. With detailed insights into the sub-skills and actions, you can plan a development journey for your goal-setting skills as a manager. 
  • Take up training: Leadership development options focusing on goal-setting skills are a great resource. You can check out workshops, seminars, and personalized solutions like coaching for goal setting and mentorship who work closely with your team. Plus, Risely’s AI coach, Merlin, can help you here. Check out Merlin’s advice on your challenges in a free conversation on goal setting skills here.

To sum up

Goal setting defines achievable outcomes within a timeframe, which is crucial for personal growth, team alignment, and organizational success. You can benefit by aligning team goals with company strategies, making goals challenging yet achievable, and regularly tracking progress. Mistakes like imposing goals without collaboration or setting unrealistic expectations can hinder success. You can improve by prioritizing interpersonal communication, problem-solving, and self-reflection. Learning from mistakes, seeking feedback, and investing in training can enhance goal-setting skills, ensuring alignment with organizational objectives and fostering team growth and success.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Assess your goal setting skills for free!

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One-on-one Meetings That Don’t Make Your Team Sigh

One-on-one Meetings That Don’t Make Your Team Sigh

One-on-one meetings! If you are anywhere close to a performance review session, your calendar might be crowded by the team. But there’s more: most effective managers do not wait for performance reviews to knock before leading a one-on-one meeting. Instead, they consistently organize such review meetings with their team members. And the impact is palpable – managers who recognize the importance of solid one-on-one catch-ups are in sync with their team members. Their relationships go beyond the professional workspaces and develop into practical ways to connect. If you are here, undoubtedly, you want to join this league. So, let’s figure a way out to make your one-on-one meetings top notch!
Table of Contents

What is a one-on-one meeting?

Simply put, a one-on-one meeting is a conversation between a manager and an employee to get to know each other. The discussions can range from career progression to addressing concerns and providing support and coaching. All in all, they are an opportunity for the manager to show that they are present and willing to help while creating a safe space for the team member to share their thoughts. Remember, it’s a two-way conversation, not a critical monologue session. The focus should be on topics beyond work rather than on taking status updates.
One-on-one conversations involve connecting emotionally and creating dedicated space and time for meaningful interactions. View these one-on-one conversations as a holistic approach that encompasses feedback but begins with establishing strong connections.Ashish Manchanda, Manager Story

But what’s the point? Why should you take one-on-one meetings seriously?

If you are thinking, why bother? Here are several incredible reasons to invest your time and energy in one-on-one meetings. 
  • First, these meetings allow managers to gain deeper insights into their team members, aspirations and needs through attentive listening. They also help employees discuss things that don’t come up in shared and public spaces. By showcasing authenticity and vulnerability as a leader, you can empower your team to emulate.
  • Second, it establishes you as a confidante and trustworthy supporter of your team members. When a manager creates a safe space and truly listens, it allows the team members to place trust and loyalty in them. Psychological safety is not a buzzword; it matters (high psychological safety takes the risk of turnover as low as 3%, as per BCG), and one-on-one help helps you create it big time. 
  • Third, it makes your working relationship super smooth. How easy is it to go to your manager and say you need some time for professional development? Pretty great, right? That’s what consistently keeping up with one-on-one meetings allows team members to do. It creates a working relationship free of facades and mutually focuses on developing the team and individual.

How to conduct one on one meetings?

Before heading on to crafting perfection, let’s look at what we typically miss: what makes a one-on-one meeting bad? Think of your own experiences. Did you ever have a one-on-one catch-up with that left you seething with anger, or worse – sad? 

Why do one-on-one meetings fail?

Here’s why it happens: 

People are different

It’s no surprise that people vary, and so does everything about them that is needed to build a solid working relationship. This includes their communication styles, personalities, ways of working, and much more. When these two don’t align, one-on-one meetings often become a competition or argument instead of a collaborative discussion. 

The manager tells without showing

Picture a one-on-one meeting going like this: a manager starts on a good note and urges their team member to be open and honest about everything – the good, bad, and the ugly. But on the flip side, the manager does not follow their word and shares little of their perspective. As a result, the team member does not get a concrete example of how vulnerability or authenticity can be expressed. Instead, they are left with something sinister – an unfulfilled promise and a space that makes them uncomfortable as they walk out of the meeting room while sighing and thanking themselves for not blurting out everything. 

The manager takes the lead

Heading into a one-on-one meeting with the attitude of a team meeting where you direct everyone to this or that backfires big time. It’s crucial to understand that one-on-one meetings are not a one-way channel to share your thoughts with a person. A manager’s role in a one-on-one meeting extends to facilitating their team to overcome hesitation and truly express their needs and thoughts. Focusing on listening, not speaking. Not asking questions, going ahead without an agenda, and not taking feedback from the team members are the most common problems in bad one-on-one meetings. 

Defensive behavior and high guards

Sometimes, one-on-one meetings could fail if the team members are not ready to open up and share their thoughts. After all, it takes two to clap. In such instances of defensive behavior from a team member, focus on building rapport with them and creating a sense of safety that helps them put their guard down. Initially, the process could be slow, but it ultimately leads to solid returns. Remember that personalities and communication styles vary, and accommodating them is necessary to create solid one-on-one relationships.

Let’s think boundaries

We started by taking note of one-on-one meetings as something that creates a solid working relationship, one that is marked by authenticity and care on both sides. Yet the moment we head out of strict professional space, we walk along a delicate line – one where we, as managers, might end up encroaching into their personal lives. Criticism that goes to the person instead of the professional hurts the commitment to creating good relationships and safety at work. Hence, boundaries matter. 
Other Interesting Reads

How to structure one on one meetings?

The structure and frequency of one-on-one meetings are critical factors that differentiate them from other water cooler conversations. What else? The agenda, questions, and updates matter, too! Let’s use an example to see this one in action. We are heading into a one-on-one meeting with a manager named Andrew to see how it goes. 

What’s the process of good one-on-one meetings?

First, let’s focus on the structural things. Before heading into a meeting, we need to collect some ingredients: 

How to schedule one on one meetings?

Yep, we need to schedule a meeting before conducting one, unsurprisingly. Ideally, schedule the meeting a few days before it happens and do so at a regular cadence. Irregularity and lack of frequency can be a source of disappointment, as they show that the matter is not severe enough to give due thought and planning. The ideal cadence for one-on-one meetings depends on your context. While a manager new to the team should keep the frequency high, those dealing with senior reports need more time for in-depth discussions. Remote managers doing one-on-one meetings can take it up frequently to compensate for limited interactions. Team size matters too—after all, you can’t spend a week on one-on-ones alone! Moreover, your team will have something to say about it, so do take their opinions on the frequency of meetings. Managers hold one-on-one meetings weekly, bi-weekly, or monthly, depending on their team’s structure and needs. A monthly routine can be a great way to start—it gives enough time for developments to progress and enables reviews. Define a suitable time limit that does not take away from your team’s productivity while allowing a good discussion. Anywhere between 20 to 40 minutes is a good place to start. Once the meeting is set, we can move forward. While speaking of the frequency of one-on-one meetings, it’s essential to acknowledge that keeping them far away or canceling them at the last minute is a sure-shot red flag. If a meeting cannot happen, find an alternative to compensate for the lost chance at connecting; it shows that you care.

Defining the one-on-one meeting agenda

An agenda helps you set the tone and purpose of the meeting right from the start. One-on-one meetings can often falter because they seem like an unnecessary vanity exercise imposed by management. Having set agendas and topics to discuss can help you avoid that. Moreover, scheduling the meeting in advance allows your team members time to prepare and share their agendas and topics.  Here’s how Andrew sets the agenda in our example one-on-one meeting with his team members: 
  • Step 1: Add critical points to discuss along with the meeting invite. It helps the team members prepare and ensures them about the contents of the discussion, creating comfort.
  • Step 2: When the meeting starts, clearly reiterate the agenda, like this: “Thanks for meeting with me today, Alex. I wanted to touch base on a few key points. First, let’s discuss your current projects and any challenges you’re facing. Then, I’d like to discuss your goals for the upcoming quarter. Lastly, we can address any support or resources you might need from me or the team. Does that sound good to you?“
  • Step 3: Add Alex’s points to discuss in the meeting.
With this sorted, we can move on to the next step of conducting good one-on-one meetings.

Talking progress in a one-on-one conversation 

One focal point of a one-on-one meeting is discussing progress on the plans you made last time. In addition to work-related areas, you can discuss professional development and personal growth. For instance, your team member might have started a course on time management after you pointed out the need for more timeliness. Ask about it. It shows that you care and remember what’s happening with them.  Here’s how Andrew asked Alex about her previous work:  “How are things progressing with Project X? Are you on track to meet the milestones we set? I noticed you encountered some issues last week. Can you update me on how you’ve tackled those challenges?“ Keeping progress in mind also defines a routine for one-on-one meetings and keeps the conversation consistent. Consider taking notes to know what to ask in the next one. Forgetting is easier than we remember.

Using feedback in a one-on-one meeting 

Constructive feedback is the cornerstone of growth and a crucial element of one-on-one catch-ups. As a manager, take some time to outline the critical areas where you want to share feedback. Keep the basics in mind: the feedback should be constructive, give it right in time, and help with the resources and support needed to implement it. Afterward, transfer it to the progress of your one-on-one conversation and keep moving.  It can go like this: “I’ve been reviewing your recent work, and overall, I’m impressed with the quality and attention to detail. However, I noticed a few areas where there’s room for improvement, particularly in communicating updates to the team. Let’s work together to refine your approach.”  And it should not go like this: “Your performance has been subpar, and frankly, I’m disappointed. You need to step up your game or start looking for other opportunities. I don’t have time to babysit you through every task.“
  • does not tell what to improve or how 
  • the tone and language are threatening 
  • does not provide guidance 
Critically, ensure that feedback is not personal. You can use interesting techniques like the feedback sandwich to deliver it effectively during a one-on-one meeting.  Next up, be open to feedback, too. Remember that one-on-one meetings are a two-way street. Ask your team member what they think about the team and your management; their feedback can help you improve your and the team’s performance. Here’s how you can prompt your team members to share their thoughts during a one-on-one meeting: 
  • Follow it up after a discussion: “Additionally, is there any feedback you have for me or areas where you think I can better support you?“
  • Go specific if you feel the need: “Is there anything about our team’s communication that you find challenging?“
All in all, give them the space you took up earlier. Keep the questions direct as well as open-ended. Feedback from their side can take both positive and negative sides once again. While receiving feedback in a one-on-one conversation, actively listen and ask more questions to understand things better. Creating a safe space is essential for your team members to open up and demonstrate that you are open to feedback and willing to change things if needed. After all, growth is for the collective. Check out more examples of feedback here:

Building rapport in a one-on-one conversation

One-on-one meetings are your tools to bring candidness into the workspace. It fuels the team with positivity and care toward each other. Moreover, it’s your chance to build loyalty and gain support from your team members. Taking the time to check in on how the team member feels, address any concerns, and offer support that demonstrates empathy and strengthens the manager’s bond with the team member like Andrew does by asking this – “Before we wrap up, I’d like to check how you feel about your role and our team dynamics. How are you finding your workload lately? Is there anything outside of work impacting your performance that you’d like to discuss?“ Building rapport with your team members goes beyond discussing work-related matters and includes showing genuine interest in their well-being and professional development. For instance, Andrew asks Alex about her progress in guitar lessons.
“I remember you mentioned your interest in learning guitar. Have you had a chance to practice that lately?“ And to make it even better, there’s something that Andrew adds –
“I used to play the guitar during my college days as a member of our band. Let me know if I can be of any help. It’s been a while since I picked it up.“ It creates a shared interest and relatability for the two to connect. Sometimes, your team members might be going through personal troubles that impact everywhere; you can become a source of empathy and reassurance. Focus on listening empathetically and providing guidance in suitable ways. Rapport building is not about ticking boxes; it’s about showing up and caring as your team needs you to. Sometimes, they might feel uncomfortable, especially when your team is new to one-on-one meetings. In such situations, take the lead and set the tone right. Don’t head in with tiredness; that will make your team members feel the same. Instead, push the energy you want the discussion to have. Keep your tone and demeanor open to conversation, and demonstrate friendliness with your body language. Don’t forget to keep your phone aside for a while and the conversation the attention it truly deserves.

How can you improve one-on-one meetings?

Now, you might think that you are doing everything right. You have a checklist of topics to discuss and exude your best energy, yet the catch-ups don’t seem right. You might not be seeing the other perspective. While managers and employees agree that one-on-one meetings are important, Hypercontext found a key area of disagreement: how well are the one-on-ones going? 72% of managers believed their employees were motivated after a discussion, but the number sinks to 58% when team members are asked. Does your team disagree similarly? You can find out with Risely!  First, take the free one-on-one meeting skill assessment for managers here. It will give you a detailed analysis of the skills you need to conduct one-on-one meetings effectively. Second, ask your team to assess your one-on-one meeting skills. The best part is that this assessment is anonymous. You get a cumulative score representing what your team thinks, and their privacy is protected.  Next, ask Merlin about it; Merlin is Risely’s AI coach, who is present 24*7 to help out managers who want to unleash their true potential, just like you! The first three conversations with Merlin are free here. Along with getting tips, you can practice discussions through role plays, where Merlin acts like your team members, and your conversations are reviewed.

To Conclude

One-on-one meetings foster authentic relationships and trust between managers and team members. These meetings provide open communication, enabling managers to gain deeper insights into their team’s aspirations and concerns. By actively listening and giving support, managers can create a safe space where team members feel valued and empowered. Structuring these meetings with clear agendas and frequent check-ins reinforces their importance and facilitates meaningful discussions. Moreover, building rapport through genuine interest and empathy strengthens bonds and enhances the work environment. Ultimately, investing time and effort in one-on-one meetings cultivates a culture of collaboration, growth, and mutual respect within the team.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Grab a free one-on-one meeting toolkit here!

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5 Secrets To Conflict Resolution At Work For Managers

5 Secrets To Conflict Resolution At Work For Managers

Conflict is all too common. We often encounter this ever-present demon in our workplaces, too. The trouble is manifold for managers because escape is no longer safe. While you may avoid conflicts personally, they can still arise in your team and become your mess to solve. Running away is not going to be a great solution. So, what can we do? Read on to learn all about conflict resolution at work and find the secrets to effectively build team cohesion and resilience in the face of challenges. Let’s hop right on!
Table of Contents

What is a Conflict?

Conflict is a disagreement or conflictual situation. It can be personal or professional, arising from varying attitudes, opinions, or ways. When conflict arises in the workplace, it can cause tension and disruption among employees. As a result, set workflows get hampered, and teams often find an uneasy air at work. 

Why do workplace conflicts arise?

There are no one-shot reasons as to why conflicts at work arise. More often than not, the cause lies in differences, differences in styles of working or communication that can pave the way for two people to get at loggerheads with each other. For instance, a creative difference can divide two team members. While one may want to adopt the brand’s traditional color palette, another may suggest a modern reinterpretation—putting the manager in a fix! Similarly, conflicts can arise due to differences in personality, objectives, or work style. Primarily, the major types of workplace conflicts are:
  • Leadership conflicts typically involve disputes about the leader’s authority, decision-making power, or strategy.
  • Work Style conflicts generally arise from cultural differences, personality clashes, and other views about the job
  • Creative conflicts happen when different team members have additional ideas or goals.
  • Personality conflicts occurs when two or more people have different personalities, which leads to differences in communication styles and work preferences.
  • Task-Based conflicts can arise from various sources, such as different expectations or goals, conflicting work schedules, and insufficient communication.
Otherwise, the perception of prevailing inequality or bias can be the root cause, too. Change, which pushes many buttons and shifts things over, often leads to resistance and conflicts. Sometimes, the focus can shift away from the team agenda and become a matter of ego, bringing the big guns of personal goals into the picture. When individual goals triumph and take over team agendas, conflicts and problems arise. 

Is there a good side to conflicts too?

Conflicts generally carry a negative connotation, wherein differences are seen as causes of disputes that limit productivity and push for stagnancy. While this is usually true, conflicts can provide teams with that much-needed impetus to grow. In addition, some conflicts can force managers to rethink their strategies and adopt more innovative methods. Discovering and resolving a row creates a platform for team members and managers to engage openly. As such, some conflicts can be healthy, too!

What is Conflict Resolution in the Workplace?

Conflict resolution is a process that helps resolve disagreements between individuals or groups and leads to mutually agreeable solutions. In workplaces, conflict resolution skills are often needed to overcome contesting views and opinions that can cause strife. For managers, conflict resolution at work is the set of techniques that help end conflicts in teams and bring in team cohesion.

Why is conflict resolution important in the workplace?

Conflict resolution at work is essential because it helps ensure that all employees know and respect boundaries. It is vital because managers should resolve conflicts within teams fairly and peacefully. A manager has to aim for a mutually beneficial solution instead of a biased adjudication that favors either side. Otherwise, your team might lose confidence in you as an effective manager, paving the way for further distrust. With the help of effective conflict resolution, you can bring together your team in the face of challenging situations, even when team members do not see eye to eye. Without effective conflict resolution at work, you might do a lot of firefighting, constantly caught in a tug-of-war between many parties. Conflict resolution in the workplace frees you from these internal matters and allows you to focus on pertinent issues relating to the strategy and growth of the team. It enables the manager to grow with a team with the help of efficient plans and a resilient team. Read more about the importance of conflict resolution in the workplace here.

What are The Top Conflict Resolution Skills at Work?

Conflict resolution abilities of a manager are a function of multiple skills. Just think about it: conflicts can take up varying faces, and thus, the way out is unique for each one. The key conflict resolution skills for managers are:

Conflict Awareness

Before jumping into the arena and solving everything like a boss, step back and see the bigger picture. Try to answer a couple of relevant questions:
  • What is the root cause of the conflict?
  • What is the impact of the conflict?
These two things can be pivotal in defining the success of conflict resolution at work. After all, understanding the field is essential before prepping the guns.

Perceptual Understanding

Next, examine the parties involved in the conflict. How you communicate and resolve the dispute will depend on who you are dealing with and their objectives. Thus, understand how your team members perceive the conflict. What looks like a simple miscommunication to you could appear to be a planned lack of information to someone else. Moreover, understand their conflict resolution habits to ensure that you can accommodate their needs.

Resolution Strategies

It goes without saying, know your stuff before getting into the field. Build a plan on how you want to deal with the conflict and ensure that you have clarity on your ultimate objective. In toto, don’t let problems fester until they become big troubles; take a proactive approach to conflict resolution at work. Also, there are multiple types of conflict resolution styles that managers adopt at work, such as: 
  • Competing, where you fight for what’s yours
  •  Accommodating, where you are open to understanding the needs of the other side
  •  Avoiding, AKA withdrawing from the conflict
  •  Collaborating, which enables you to work together and find a mutually agreeable solution 
  •  Compromising, i.e., letting things be in favor of the other side
As such, no strategy is the best one. It all depends on the context and goals you set out to achieve. 

Reflective Evaluation

Once you are through, always take time to rethink and reflect on your conflict resolution strategies at work. Sometimes, new ideas or learnings emerge when we look back at the situation. Otherwise, you can also assess yourself using Risely’s conflict resolution skill assessment to prepare for next time. Read about conflict resolution skills in detail here: 10 Skills for Conflict Resolution in Teams and How to Build them?
Other Interesting Reads

Top 5 Conflict Resolution Strategies for Workplaces

Conflict can be a difficult and frustrating experience for all parties involved. As a manager, you must be prepared for conflict and handle it healthily and productively. Many conflict resolution strategies are available, so it’s important to find the right one for the situation. However, this conflict resolution framework can provide some common ground to get started:

Build Team Alignment 

One of the significant causes of conflict is misalignment across the team. Suppose your team is unsure of where they are collectively moving, and it’s likely they have a hard time figuring out how to move forward. Hence, one of the critical steps in resolving conflicts at work is building alignment. There are a few things that managers can do to align teams and prevent conflicts: 
  • Share information with your team in the right amount and at the right time: If only some of your team members have the inside “scoop,” it’s bound to create resentment and confusion among the rest. Thus, as a manager, ensure that you serve as a reliable source of information for your team and prevent the propagation of misinformation.
  • Demonstrate where your team’s efforts fit in: Misalignment can happen when a team is unsure of the vision and mission that is guiding them. When people stab at a problem with different objectives in their head, they are likely to go in other ways only. You can prevent this by setting up shared and interdependent goals and creating a leadership vision to guide your team.

Openly Discuss Differences With Your Team Members 

People are different, and that’s a fact we can’t change. But instead of being sad or wary about it, we can embrace and celebrate the differences and make the most of them. Discussing differences among common attributes such as working and communication styles, personalities, or opinions in team meetings and one-on-one chats can help you create a more tolerable and safer space. 
  • Facilitate discussions among your team members: Suppose two of your team members differ in their approach to a problem; what’s the best way out? Give them space to present to their sides and enable them to find common ground. Remember that conflicts are not necessarily a zero-sum game. You can turn them into significant instances of bringing insights and rethinking conventional work approaches.
  • Don’t impose your viewpoints: If you direct your team to work in your way, no questions asked, you’d be failing to keep up with the spirit of openness. Whenever conflict strikes, and you need to overcome differences, allow all sides to share their ideas and explain why something is to be followed or not. This includes ideas from seniors because irrational imposition furthers resentment and makes employees feel purposeless.

Create a Safe Space for Opinions 

Imagine you have a team that never disagrees or shares contrary opinions. What could be the reason? When team members feel that their views are likely to be discarded or ridiculed, they are unlikely to share ideas. As a result, tempers fester. Otherwise, when these opinions emerge in the heat of the moment, it creates an even bigger problem! Your team needs a safe space to express discontentment or disagreement. Here’s how a manager can build a safe space to minimize conflict in their team: 
  • Establish the ground rules for communication in meetings: Sometimes, your team members might be unable to talk openly because they fear ridicule. As a manager, you can set the ground rules that allow everyone to share ideas quickly. It is constructive for new team members and those from marginalized backgrounds, including women. 
  • Encourage ideas and questions: As a manager, you can set the ideal tone of meetings by adopting it yourself. This way, many more team members can understand how to raise queries and share their thoughts without conflict. Simple words of appreciation or encouragement can also go a long way.
  • Confront the problems: If some of your team members feel uncomfortable, confront the challenges and build psychological safety. The issue could be a senior team member’s intimidating presence or interpersonal conflict finding a home at work among two people—whatever it is, acknowledge and work on it. Throwing it under the carpet is akin to setting up a time bomb for your team.

Run a Constant Feedback Loop for Solid Conflict Resolution at Work

Suppose your manager never asked you how it’s going. You’d hate them, won’t you? So why make the same mistake with your team? Regular feedback loops allow team members to address issues as they arise rather than letting them escalate into conflicts. Feedback helps identify areas for improvement and maintain alignment, thus reinforcing our first step in preventing workplace conflicts. Apart from regular feedback meetings, there can be some more innovative ways to make this exercise pretty impactful for your team: 
  • Conduct peer review sessions focusing on constructive criticism: While doing this, emphasize the use and meaning of constructive criticism as a tool for guiding improvement. It helps address queries that seem inane to you but matter a lot to your team, such as “Alex sits free the whole day,” which can be pretty bitter conflicts once activated.
  • Plan your feedback sessions: Give actionable tips and clearly point out areas of improvement for your team members to work toward. By addressing concerns that are valuable to the entire team’s agenda through such mechanisms, you can save yourself a lot of trouble. 

Actively Work on Communication Styles 

Lastly, take the time to improve and align your team’s communication habits. While some broad differences cannot be removed, you can set up shared spaces and processes to streamline communication. It is important because mismanaged communication, like lack of information or sharing things later, can have bigger ramifications than missed deadlines.
  • Be open to training: Communication can be a hard nut to crack. It’s about speaking the right words and extends into nonverbal and written aspects. Thus, be open to training or coaching to upgrade your communication skills consistently. Your team can participate in workshops and seminars together, too. If that seems too much, start with a simple and small step: a free assessment of your communication skills by Risely here. 

In Conclusion

To wrap up, conflict resolution strategies at work can vary and depend heavily on the manager’s and their team’s context. Yet, we can build some central skills to ensure that we do not approach conflicts in a haphazard fashion and instead take up things logically. Conflict resolution at work remains an important area for managers to master as it is vital in ensuring team cohesion and preventing high turnover rates.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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8 Essential Leadership Skills For Every Great Team Manager

8 Essential Leadership Skills Every Great Manager Has 

Although leadership skills are often talked about, written about, and hoped for in business, a succinct definition of what it entails often escapes notice. Leadership, in its many contours and faces, stands differently for people across the world.  The lack of leadership skills appears similar. It leads to team members not feeling comfortable enough to express their opinions or the leader being unable to draw the best ideas out of team members – all of which signals a waste of high potential in a team. This blog focuses on leadership skills that every good team manager must have to ensure their team is never left behind!  P.S. We’ve got free leadership skill assessments to help you out! 
Table of Contents

What are the top leadership skills?

Now, that’s a question for the ages. What are the fundamental leadership skills you cannot ignore? Let’s start with communication and leadership basics because they are vital to any successful team. A leader needs to be able to communicate effectively with their team members and also delegate tasks effectively so that everyone can work towards the same goal and achieve their goals. Another important skill is building rapport with others. It helps to build trust and good relationships between team members, which is critical to success. Finally, being a good role model is vital for team morale and productivity. A leader should demonstrate positive behaviors and attitudes so that others can follow suit. We will explore these skills in detail below.

We asked managers, what leadership skills do you want to develop? Here’s what they said.

At Risely, we believe in creating leadership development solutions for the leaders. And hence, we posed this question to the leaders who were signing up. In their opinion from over five thousand responses, the top leadership and management skills that they would like to work on include the following: 
  • Conducting effective one-on-one meetings
  • Guidance Ability 
  • Analytical Skills 
  • Interpersonal Skills 
  • Emotional Competence
  • Constructive Feedback
  • Decision Making
  • Time Management

Top 8 Leadership Skills to Develop in 2024

Here’s a quick turn around for you: all essential leadership skills and free leadership skill assessments that you need.

One-on-One Meetings

One-on-one meetings form the base of effective relationships and connections among team managers. Often, these meetings provide the opportunity to connect beyond professional causes and allow managers to establish a personal connection with their team members. A solid one-on-one meeting is great for catching up and sharing thoughts across personal and professional aspects. Empathy and active listening also become essential in getting this right. Yet, many do not turn out well because the managers and their team members are unaware of set structures, proper agendas, and questions to discuss. Not having one-on-one meetings is like missing out on a huge potential for team building and cohesiveness.

Emotional Competence

Oh, dear emotions! They take us up and down and all the way here and there. Managing these emotions in ourselves and others is known as emotional competence. For a manager, emotional competence is not just about controlling anger when frustrated; there’s much more to it. Emotional competence for managers includes self-awareness of emotions and feelings that help us deal with them positively by taking steps such as setting boundaries and breaks at the right times. It also includes managing the emotions of others by empowering and supporting them through tough times. Suppose you are in the middle of a difficult conversation about unmet deadlines with a team member who becomes defensive and emotional, that’s where your emotional competence comes to the rescue!

Interpersonal Skills 

A lot of people will say that management is just about talking. Yes, this is annoying. But a broken clock is somewhat right twice a day, too. Interpersonal interactions play a big role in a successful management career. It includes daily conversations with colleagues, managing stakeholders, managing conflicts among team members, and even those tricky confrontations and negotiations that make or break deals. The area of communication is a big one. While discussing interpersonal skills, you need to consider written and verbal communication and its nonverbal aspects, such as body language and the distance you are standing from the other person! A manager who cannot handle conflict or confrontation or boost collaboration would have a hard time moving the team forward.

Constructive Feedback

Constructive feedback is the feedback that is helpful and useful. It helps the recipient to improve their skills or knowledge and can be delivered positively or negatively. Constructive feedback should always aim to help the individual become better than they were before. It incorporates empathy, understanding, and thoughtful consideration.  Feedback is a critical leadership skill, and providing effective feedback is essential to creating a positive environment for growth. Feedback allows leaders to identify strengths, role responsibilities, and areas for improvement. It also helps individuals improve their performance and be more effective team members. Constructive feedback should be provided in a timely and effective way to create a positive environment for growth and development in the team. When giving feedback, it is essential to ensure that everyone on the team feels valued and supported.
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Guidance Ability 

When you are stuck, who do you reach out to? If the answer is your manager, then you know why this skill matters. Even when we look back at our professional journeys, the people we remember are those who guided and mentored us through tough times, earning our loyalty and respect forever. A manager’s ability to guide their team effectively is directly tied to their team’s success as well as their own professional growth. A manager who has mastered guidance can steer the development of many others after them. On the other hand, ineffective guidance leaves teams confused and chaotic when trouble strikes. Guidance ability is crucial in many stages, not just for training the new folks under you. For instance, if you have to upskill someone senior, you must know the right way and opportunities to guide them. Or when your team is stuck on a challenge with a deadline approaching quickly? That’s where you need to show them the way out.

Time Management

Effective team managers need to be able to manage their time effectively. Time management skills help team managers stay organized and prioritize their tasks. A good team manager will delegate tasks and communicate effectively with other team members. They must also be able to prioritize work and make effective decisions. Team leaders must delegate work and manage communication effectively, as this will help them prioritize their tasks and meet deadlines. If team leaders can manage these tasks well, they will be successful in their roles while also setting an excellent example for their team members. Maintaining the many aspects of time management effectively helps the team managers save time and ensure that their days are ordered. A workspace free from distractions and routines that run around effectively set goals help managers achieve more with their teams.

Decision-making

As a team manager, making quick and informed decisions is critical. Decision-making requires the ability to listen to others and weigh different options. A good team manager also knows how to motivate and coach their team. These skills are essential for managing any team, large or small. To make effective decisions, managers must be skillful at listening to others and weighing the pros and cons of various options. Their analytical skills need to be robust as well. A good team manager knows how to help their team work effectively as a cohesive unit and define this trajectory through their decisions. They also know how to foster a positive work environment to help employees reach their full potential. It all comes down to effective decision-making skills that can help any leader succeed in any organizational role.

Analytical Skills 

Analytical skills refer to the ability to comprehend disparate sets of information and draw valuable insights from them to make decisions and solve problems. Contrary to popular opinion, analytical skills are not just about crunching big numbers! They encompass many professional qualities, including critical thinking, data analysis, decision-making under pressure, efficient problem-solving, and creativity. Analytical abilities help big time when you need to take charge and step out of the box as a manager. Without this critical mix of melodies, managers might be stuck and stagnating, further frustrating teams. Moreover, strong analytical abilities are critical to your growth when you are early in your professional journey.

How to Develop Leadership Skills?

You can develop leadership skills through a variety of methods, including:
  • Training and education: Leadership training and education can help you develop the skills and knowledge necessary to lead a successful team.
  • Practice and experience: Experience in leadership roles can help you learn how to lead effectively and efficiently.
  • Self-awareness: Knowing your strengths, weaknesses, and tendencies as a leader can help you improve your skills and strategies for leading teams.
  • Networking: Developing relationships with other leaders in your field can help you gain insights and learn from their experience.
  • Mentoring and coaching: People with experience and expertise can step in as helping hands in your journey. Explore leadership coaching and mentorship to learn more about this.
  • Reflecting on your own leadership experiences: A periodic review of your past leadership experiences can help you reflect on the lessons learned and improve your leadership skills for future use.

Leadership Skills Self-assessment

Are you prepared to take on with your skillset? Test your crucial leadership skills for free now with self-assessments for managers from Risely! Risely offers leadership skills self-assessments designed by experts for managers to test the effectiveness of their abilities. The assessments highlight solid areas that will help you shine and underline weak points where you need to work. With accurate analysis guiding your growth, the leadership skill assessments pave the way for your professional success. What’s more: you can add your team’s review to your tests with a few clicks and get an all round analysis. Risely goes further as your learning buddy in solving all your people management challenges. So if you are constantly doing your team’s work or often finding yourself doing a lot of firefighting, it’s time to sign up for Risely. It brings customized learning journeys to your doorstep, where you can choose what to learn and at what pace! So check out how it works and get started today for a free 14-day trial.

Conclusion

Leadership skills are essential for team building, effective leadership, and achieving organizational goals. You can learn leadership skills from role models and mentors and read leadership-related materials. It’s important to develop leadership skills through self-awareness, critical thinking, and problem-solving skills. The more you practice leadership skills, the better you’ll get at it. To further enhance your leadership skills, keep revisiting Risely! Grab more insights: Top 5 Qualities That Make A Great Manager

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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Crafting a Winning Leadership Development Strategy

Crafting a Winning Leadership Development Strategy

A successful leadership development strategy is essential for organizations striving for growth, innovation, and success. In today’s business landscape, effective leadership development programs are critical for fostering the skills, competencies, and behaviors necessary for leaders at all levels of an organization. By investing in leadership development, businesses can enhance employee engagement, drive company culture, and gain a competitive advantage in the market. A strategy ties it all together, but how do you develop a good one? Let’s figure out. 
Table of Contents

What’s even Leadership Development?

Leadership development is a dynamic process of continuous improvement that focuses on honing leadership skills, competencies, and styles. It is about personal development and building effective leaders who can navigate complex business challenges and drive success. A modern leadership development perspective emphasizes adaptability, innovation, and the ability to lead in diverse contexts. It equips individuals with the necessary skills and knowledge to lead effectively, inspire teams, and achieve organizational goals.

The criticality of Leadership Development in today’s business landscape

Effective leadership development is critical for organizations to thrive and overcome challenges in today’s rapidly evolving business landscape. Think about it simply: if your team’s leaders cannot set expectations or actively listen to the issues employees face, are you likely to succeed? Such leadership skills are vital in developing business leaders who can drive innovation, adapt to change, and navigate complex business environments. For L&D leaders, it is imperative to think of this before the symptoms become full-blown issues with organization-wide impact. 

What happens when L&D has no strategy for this?

Without a clear leadership development strategy, learning and development efforts lack direction, focus, and effectiveness. While some of your leaders could be very motivated and take up learning on their own, others would need guidance and are struck by the sheer number of choices available on the internet. And yet, there could be more leaders who need help understanding exactly where they need help. To tie it all up, leaders and their development are a concern for the organization that’s planning its future journeys. Independent and unaligned paths would hardly suit your vision or needs. Hence, without a leadership development strategy, a lot of tension can become our buddy! That sounds terrible, but before jumping onto the solutions, let’s look at some signs that your leadership development strategy needs a revamp.

Signs that your team is missing a leadership development strategy

  • There is no shared understanding of what good leadership entails. There is little that managers can refer to when they are stuck. 
  • Managers and leaders feel that their professional development is not prioritized. As a result, there’s a disconnect and higher turnover.
  • Poor performance and productivity of teams due to lack of guidance and support from the managers.
  • Inability to adapt to changes in the industry or market as the leadership is stuck with older ideas.

The Pillars of an Effective Leadership Development Strategy

Crafting an effective leadership development strategy involves identifying key pillars that form the foundation of the program. These pillars ensure the strategy is accessible, personalized, and aligned with the organization’s vision, succession planning, and talent development needs. By incorporating these pillars, you can create comprehensive leadership development programs that benefit leaders at all levels of the organization.
A few key tenets of a good leadership development strategy should include: 

Accessible and Acceptable to a Diverse Audience

An effective leadership development strategy should be accessible and acceptable to a diverse audience. It should consider the varied contexts, backgrounds, and needs of individuals within the organization. By adopting an inclusive approach, organizations can create leadership development programs that cater to diverse leadership styles, perspectives, and experiences. Inclusive leadership development strategies encourage employee engagement, foster a culture of belonging, and enhance leadership effectiveness. It recognizes and values each individual’s unique strengths and contributions, fostering a sense of inclusion, belonging, and employee engagement through training.

Balances Personalization With the Organizational Vision

A successful leadership development strategy personalizes goals while aligning them with the organization’s vision, values, and business strategy. It ensures that leaders have the skills, competencies, and behaviors necessary to drive success while embodying the company’s culture and values. Organizations should create opportunities that resonate with leaders’ aspirations, preferences, and learning styles by tailoring leadership development plans to individual needs, as they are likely to find them much more relatable and valuable that way. Personalization enhances engagement, motivation, and retention, as leaders feel invested in their growth and development.

Strategically Aligned With Succession and Hiring Plans

A vital aspect of an effective leadership development strategy is aligning it strategically with succession planning and talent development efforts. Considering the organization’s future leadership needs, you can groom and prepare leaders for senior leadership roles, ensuring a smooth leadership transition and continuity in business operations. Similarly, by keeping the leadership development strategy robust, you can ensure that you are hiring people only for the areas you need. At the same time, some other capabilities can be groomed and built within the existing team members.  Read more: How Succession Planning And Leadership Development Go Hand-in-Hand With 5 Examples

Multimodal Approach

An effective leadership development strategy incorporates a multimodal approach, recognizing that individuals have different learning styles and preferences. There are several ways to approach leadership development:
  • leadership training programs
  • coaching
  • mentorship
  • experiential learning
A multimodal approach allows leaders to engage with development opportunities in ways that best suit their learning style, enabling them to acquire and apply new skills and knowledge effectively. Combining diverse learning methods can create a comprehensive leadership development experience that aligns with leaders’ needs, preferences, and goals.

Applicable at All Levels

A successful leadership development strategy should apply to leaders at all levels of the organization, from entry-level to senior leadership positions. It recognizes that leadership development is crucial for team members in management roles, emerging leaders, and even senior leaders who continuously evolve their leadership skills. It becomes super important when we recognize the fact that frontline managers are the ones who interact the most with employees. Yet, they remain out of the scope of most development initiatives.  Leadership development programs should span various leadership levels, incorporating different developmental needs, competencies, and skill sets required at each level. By providing development opportunities for leaders at all levels, organizations can create a pipeline of competent leaders who are well-equipped to navigate future challenges, drive success, and inspire their teams.
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Setting Up Your Leadership Development Strategy

“Strategy” sounds like a heavy word, but fret not! You can effectively develop a winning leadership development strategy for your team by keeping the essential ideas listed above in mind.  Before everything else, you must establish a clear plan and set up some basics. This section will outline key considerations for introducing a successful strategy, including aligning leadership approaches with vision and values, identifying key stakeholders, addressing common challenges, and creating cultural changes alongside development efforts. So, let’s hop right on.

Alignment of the leadership approach with vision and values

Aligning leadership approaches with the organization’s vision and values is essential for effective leadership development. Leadership style is critical in shaping company culture, employee engagement, and overall success. Hence, before you craft a leadership development strategy for your team, consider what leadership and leadership development stand for. Defining your team’s values, leadership vision, and competency framework sets the goals for the leadership development strategy to work toward.

Identifying key stakeholders in the process

Identifying key stakeholders in the leadership development process ensures collaboration, support, and successful implementation of the strategy. Essential stakeholders include leaders, HR, employees, and change management teams. By involving key stakeholders, you can gain valuable insights, ensure buy-in for training, and create a culture of positive change. Moreover, their support is essential to ensure that your efforts bear fruit. 

Build a murder board 

Building a murder board is like playing the devil’s advocate. Before presenting and implementing your plan, set up a meeting where you critically analyze and scrutinize every aspect of your leadership development strategy. Rigorously question and challenge the assumptions, logic, and feasibility of the plan. The goal is to expose any potential shortcomings or risks that could undermine the success of the mission or operation. For instance, you might have assumed that managers would like your idea of an hour-long class after office hours, but what if they hate sticking around for an hour more? That’s just the tip of the iceberg; there are many more issues that you can see once you look at them with a minute lens. You can modify and adjust your strategy around such concerns after this exercise.  Read more: Finding The Missing Pieces: What Makes Leadership Training Successful

Think of the cultural changes to make alongside

Introducing cultural changes alongside leadership development efforts is crucial for success. A supportive company culture enhances employee engagement, fosters a sense of belonging, and promotes effective leadership development. On the other hand, if your organization’s culture is not prepared to handle and implement a new vision of leadership development, your strategy is bound to get stuck at every step possible. Primarily, cultural changes are not always about agreeing to learn. They are more about embracing new insights and adopting them quickly as they come.  

The Framework for Developing Leadership Strategies

A well-defined framework provides structure and guidance for developing effective leadership strategies. In this section, we will explore the vital elements of a leadership development framework, including defining leadership competencies, assessing development needs, identifying available resources, and incorporating leadership maturity and strategy integration.

Define leadership for your organization with competencies

Defining leadership for your organization involves identifying the critical competencies required for effective leadership. These competencies are a foundation for leadership assessment, development, and succession planning. An example of a competency framework is communication, strategic thinking, decision-making, and team management skills.

Assess needs and outline areas you need to work in

Assessing development needs is essential for creating effective leadership strategies. By understanding the organization’s current and future business needs, leaders can identify areas that require development and design appropriate training programs, coaching, and mentoring opportunities. Strategic planning enables leaders to prioritize development efforts based on business objectives and goals. P.S. Risely’s leadership skill assessments can help you out here, check out some for free!

List available, acceptable, and accessible resources

Listing available, acceptable, and accessible resources facilitates the successful implementation of leadership development strategies. These resources include leadership training programs, professional development opportunities, coaching, mentoring programs, and support systems. Providing a range of resources ensures leaders have access to the tools and support necessary for their development. While doing this, keep your resource constraints (financial as well as temporal) in mind! 

Incorporate leadership maturity into your strategy

Integrating leadership maturity into the strategy recognizes that leadership development is a journey, and leaders progress through different growth stages. By understanding and incorporating leadership maturity, you can tailor development strategies to meet leaders’ evolving needs, provide appropriate challenges, and support ongoing growth and development.

Fit the strategy into daily business operations

Integrating the leadership development strategy into daily business operations ensures its effectiveness and sustainability. Leaders can seamlessly incorporate new skills, behaviors, and mindsets into their roles by aligning development efforts with daily workflows. This integration enhances leadership effectiveness, drives organizational success, and supports a culture of continuous development.

Maximizing the Impact of Your Leadership Development Program

To maximize the impact of a leadership development program, organizations must consider critical strategies, including creating learning opportunities around moments of need, effective communication, embracing the cycle of trial and error, and collecting and implementing feedback.

Creating learning opportunities around moments of need

Creating learning opportunities that align with moments of need helps leaders acquire and apply knowledge and skills more effectively. Just-in-time training, on-demand resources, and targeted development opportunities close skills gaps facilitate mastery and enhance leadership capabilities. The best thing about such opportunities is that the need is visible to the candidate. Hence, they are ready to learn while having a chance to apply and test their learning. 

Communicating ‘the why’ to inspire and motivate

Clear communication of the leadership development program’s purpose, goals, and benefits inspires and motivates leaders by articulating “the why” behind the program. Leaders are more likely to be engaged, committed, and encouraged to participate actively in development efforts when they see where the plan leads. Instead of relying solely on your organizational leadership development strategy, collaborating with managers to understand their goals and tying both together will help you make a difference.

Embracing the cycle of trial and error in strategy development

Embracing the cycle of trial and error promotes continuous improvement in leadership development strategies. Organizations can refine and enhance the strategy over time by experimenting, learning from failures, and making necessary adjustments. This iterative approach lets you identify what works best for needs, teams, and organizational goals, driving long-term success.

Think feedback 

Collecting and implementing feedback is crucial for the success of a leadership development program. It enables organizations to evaluate program effectiveness, gather insights, and make necessary improvements. Analyze feedback to identify trends, areas of improvement, and success stories, and make data-driven decisions to enhance the program continuously. Consider the following approaches to collect feedback:
  • Conduct regular performance reviews to gather feedback on leaders’ development progress.
  • Encourage leaders to seek feedback from their teams, peers, and mentors for self-improvement.
  • Utilize employee surveys and engagement surveys to gather feedback on leadership development initiatives.
  • Incorporate feedback mechanisms like focus groups or suggestion boxes to gather input on program improvements.

Join hands with Risely

Collaborating with Risely, an innovator in the leadership development space, offers unique opportunities for organizations to enhance their leadership development programs. Risely focuses on creating development opportunities that suit the manager’s needs and work in their context. By partnering with Risely, you can experience growth through microlearning and support from an A.I. coach, Merlin. Want to check out how it works? Set up a free 14-day trial here

Conclusion

Crafting a winning leadership development strategy requires careful consideration and alignment with your organizational vision. Setting up your leadership development strategy involves aligning your leadership approach with company values, identifying key stakeholders, and preparing for potential challenges. Cultural changes may also be necessary to support the implementation of your strategy. To maximize the impact of your leadership development program, communicate the purpose and benefits of the program to inspire and motivate participants and embrace the cycle of trial and error for continuous improvement. In conclusion, a well-crafted leadership development strategy is essential for nurturing and growing influential leaders within your organization. 

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

Ace performance reviews with strong feedback skills.

Master the art of constructive feedback by reviewing your skills with a free assessment now.

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