Almost everybody performs better with the guidance, direction, and support of a more experienced person.
… do what it takes to help employees succeed so those employees can deliver great service and earn more rewards for themselves.
“Most managers find that the most painful and damaging aspect of managing is when they must have very difficult conversations, sometimes even confrontations, with employees. They believe that being a highly engaged manager requires or causes these confrontations, whereas being a hands-off manager allows them to avoid these confrontations altogether.
The reality is that being hands-off in your management style makes these confrontations inevitable. When managers are highly engaged, these confrontations rarely occur, and when they do, they are not so painful as they might be otherwise.”
“Focusing on what you can’t control makes the most powerful person weak, whereas focusing intensely on what you can control—to the exclusion of what you cannot—will always make you stronger.”
“Since time is so limited, managers definitely don’t have time not to manage people! When managers avoid spending time up front in advance making sure things go right, things almost always go wrong. Small problems pile up and ultimately become big problems that require a ton of time and attention to correct. Those problems can be avoided altogether if managers are highly engaged from the start.”
It takes physical courage to set healthy boundaries and practices for sustaining your energy rather than succumbing to burnout and overwork. In doing so, though, you risk being seen as weak or uncommitted.
It takes moral courage to speak truth to power, like we’re seeing with people sharing their stories of sexual abuse and harassment in the workplace, or reporting unfair business practices. But again, you risk losing your job, your privacy, retaliation, and so on.
It takes social courage to show up with your whole self, to risk sharing your best ideas, to risk being wrong, to be vulnerable and honest about acknowledging your limitations, or to risk asking for help.
It takes courage to be innovative in the commonly used sense of “creative,” the courage to risk and fail and try again. But what about the courage to create a culture where people can truly flourish? Yet again, to go against the status quo and try new ways of “being and doing” at work can be risky.
Collective courage is what we need most—people working together with integrity, commitment, and a capacity to cross lines of difference. Without such courage, we risk complex, volatile issues getting even worse. We risk missing a chance to make things better.
“If someone is performing in a way that is not helping them move forward, saying something and being honest with them is not a sign of disliking them; in fact, it is the opposite. It is because you care.”