The typical person changes jobs over 11 times in their career. With average tenures in the low single digits, turnover has become part of life. But you have the choice to be proactive. Keep surprises to a minimum, and you won’t be blindsided by unexpected employee turnover.
Leaders often avoid difficult conversations because they either don’t have the skills, or they fear all the emotions that may arise. The key is setting a conscious intention to guide the dialogue.
At a recent event, this question was posed to respected leader Sheryl Sandberg: “What’s the number one thing you look for in someone who can scale with a company?” Her answer may (or may not) surprise you.
Leadership and management books are usually about strengthening the solid lines in complex organization charts. However, sometimes the best approach is not complex, but really simple and straightforward. Yet this simplicity can be very profound.
Watch as Kim Scott, former Google director and author of Radical Candor, explains how to “personalize” your approach to talking with colleagues, leading to more productive interactions.
In most cases, you need both the right strategy and a strong culture. However, if you recognize that culture can be a unique way of competing, you will discover that it may in fact be the essence and heart of the strategy.
Corrective action, in its purest form, is meant to be an alert that performance isn’t meeting company expectations, so the individual can turn things around and get back on track. But what if an employee refuses to sign a written warning?
Establishing and maintaining a reputation for honesty and consistency takes effort and vigilance, but the rewards that come from being seen as a credible leader are significant and long term—for both you and those you lead.
Are the people you work with and supervise driving you up the wall? These are the four types of colleagues you’ll find in every workplace. And we hate to break it to you, but one of them is probably you.