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Direction + Autonomy = Engagement

May 26, 2022 By Nagesh Belludi Leave a Comment

The best way to achieve results as a manager is to give your team clear objectives and then allow them to approach the tasks in whatever manner that makes sense. You can suggest deadlines, schedule check-in appointments, and make yourself available for questions. People tend to take more pride in their work when they aren’t micro-managed. Delegate results when you can and interfere only when you must.

Observe the strengths and weaknesses of each employee and assign tasks based on what will allow each individual to thrive. When employees feel invested in a task, whether because they volunteered for it or because it employs their strengths, they are more likely to take ownership of their work and excel on the project. Have faith in your employees’ ingenuity and give them much latitude in how they do things.

Idea for Impact: Often, the most potent motivator for employees isn’t money—it’s the opportunity to learn, expand responsibilities, contribute and gain appreciation, and be recognized for achievements.

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Filed Under: Managing People Tagged With: Coaching, Feedback, Great Manager, Management, Mentoring, Performance Management, Workplace

Learning from Bad Managers

April 28, 2022 By Nagesh Belludi Leave a Comment

It’s always nice to have great bosses who’ll teach you many things the easy way. However, you’ll have a boss who’s bad for you at some stage in your career. Bad bosses come in all forms: tyrants, abrasive, unprincipled, insensitive, indecisive, inconsistent, unfair, uncaring, arrogant, insensitive, quick-tempered, manipulative, apathetic, and so on.

If you’re perceptive, you can learn more from these bad examples than you’ll from the great bosses you’ll work for. Remember the axiom: “No one is totally worthless; you can always serve as a bad example.”

When you have a bad boss, ask yourself, what things about this boss will you commit to never doing? Make a list and refer to it occasionally. Avoiding doing these things will help you be a better boss—and be a positive role model for others.

Idea for Impact: Bad bosses can become useful teachers precisely because they provide some of the best lessons in what not to do that you’ll ever be offered. Take it upon yourself to never be like your bad boss.

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Filed Under: Managing People Tagged With: Balance, Feedback, Getting Along, Learning, Managing the Boss, Relationships, Wisdom, Workplace

Employee Surveys: Asking for Feedback is Not Enough

April 20, 2022 By Nagesh Belludi Leave a Comment

Nothing undermines employee trust faster than inviting employees to provide feedback about their work experience and then not following up.

Don’t take the employee satisfaction survey results at face value. Don’t discount the importance of the findings by brushing them off, “the data were what we expected” or “there were no real surprises here.”

Show that you’ve listened to what employees are saying. Initiate strategic conversations with selected employees and explore critical issues in more depth. Establish cross-functional teams to react to the survey’s findings. Let the team consist primarily of non-senior employees. A senior manager could sponsor and support—not manage—the team and see an action plan through.

Idea for Impact: Employee surveys, focus groups, and discussions that don’t change how an organization functions ultimately undermine employees’ faith that their leaders really care what the employees think. Close the communication loop.

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Filed Under: Leadership, Leading Teams, Managing People Tagged With: Conversations, Feedback, Group Dynamics, Human Resources, Leadership, Performance Management

What To Do If Your New Hire Is Underperforming

March 22, 2022 By Nagesh Belludi 1 Comment

If a recent hire, particularly one brought into the team with high expectations, isn’t delivering, start by asking the following two questions:

  1. Is the employee in an environment that allows her to perform at her best?
  2. Are you clear on what her personal objectives are?

Only after answering both these questions with a ‘yes’ can you move to consider coaching, reassess the employee’s suitability, and examine if you need to terminate the bad hire quickly and cut your losses.

Idea for Impact: Nothing puts wind beneath a manager’s wings more quickly than asking these two questions when dealing with employee underperformance. Ask, don’t guess, how you can accommodate each employee’s strengths and needs and create an environment that works best for each individual.

There’s no one-size-fits-all answer to creating a positive culture, empowering employees, and tackling performance problems. Each employee faces individual challenges and has her own goals and preferences.

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Filed Under: Leading Teams, Managing People Tagged With: Coaching, Conversations, Employee Development, Feedback, Hiring & Firing, Human Resources, Mentoring, Motivation

Nothing Like a Word of Encouragement to Provide a Lift

February 7, 2022 By Nagesh Belludi Leave a Comment

Like many young-and-struggling writers, Stephen King and his wife Tabitha “Tabby” King toiled to make ends meet in their early 20s. They lived in a trailer with two young children. They drove an old, rusty Buick held together by baling wire and duct tape.

Tabby worked second-shift at Dunkin’ Donuts, and Stephen taught English at a private high school. He also moonlighted on odd jobs and worked summers at an industrial laundry to scrape by.

In his time off, Stephen worked hard at building a career as a writer and developed ideas for many novels. He sold short stories to men’s magazines.

One night, when working as a janitor in a school locker room, King struck an idea that eventually became his blockbuster first novel Carrie. It was about an eccentric high schooler who, with newly-discovered telekinetic powers, goes on a killing spree to exact revenge on her bullies.

Carrie almost didn’t make it beyond three pages!

When King started writing Carrie, he wrestled with acute self-doubt. He didn’t yet feel confident in his work’s quality or marketability.

One evening, just three pages into the draft of Carrie, King sat hunched over his desk littered with crumpled up bits of paper and cigarette butts. In frustration, he decided to give up on his idea for the novel. He slammed his fist on the table, hurled the first three pages of his book in a trashcan, and stomped out of the room.

Later that evening, Tabby saw the wrinkled balls of paper in the bin. She pulled them out, shook off the cigarette ashes, smoothed out the wrinkles, and sat down to read them.

When she was done, Tabby told Stephen, “I think you’ve got something here. I really do. You ought to keep it going.”

Tabby’s glimmer of hope surprised Stephen.

Tabby continued, “You can’t write about women. You’re scared of women.” She pledged to support him and offered suggestions on the main character and how she’d think.

Over the next few weeks, Tabby guided her husband through the world of women. She gave him guiding principles on forming the characters and helped him write the now-famous shower scene.

Nine months later, the final draft of Carrie was finished

Carrie became a 25,000-word novella. It was turned down for 30 publishers before Bill Thompson, an editor at Doubleday Publishing, offered King a $2,500 advance to publish the book.

King had gotten rid of his phone to save on expenses, so Thompson sent a telegram that read, “Congrats, kid—the future lies ahead.”

Yet, Carrie only sold 13,000 copies as a hardback. Dispirited, King grudgingly signed a new teaching contract for the 1974 school year.

Soon, Thompson was back with more significant news, “The paperback rights to Carrie went to Signet Books for $400,000 … 200K of it is yours. Congratulations, Stephen.”

As a paperback, Carrie sold over 1 million copies in its first year despite a mixed critical response. It became one of the most popular novels of all time.

Tabby encouraged Stephen King to keep going at that pivotal moment

Tabby’s simple action changed the trajectory of Stephen King’s career. Carrie launched one of the most successful careers in modern American writing. King is now one of the world’s most well-renowned and prolific authors.

King won the 2003 Medal of Distinguished Contribution to American Letters. In his acceptance speech at the National Book Awards Ceremony, King didn’t talk about his success or literary style. He spoke about how Tabby had rescued Carrie from the rubbish and inspired him to keep going:

There is a time in the lives of most writers when they are vulnerable—when the vivid dreams and ambitions of childhood seem to pale in the harsh sunlight of what we call the real world. In short, there’s a time when things can go either way. That vulnerable time for me came during 1971 to 1973. If my wife had suggested to me, even with love and kindness and gentleness, that the time had come to put my dreams away and support my family, I would have done that with no complaint. But the thought never crossed her mind. And if you open any edition of Carrie, you’ll read the same dedication: “This is for Tabby, who got me into it—and then bailed me out of it….”

A nudge of encouragement goes a long way!

As with Stephen King, a little boost of encouragement can lift somebody else’s spirits and help them move forward.

Encouragement is about believing in people, particularly when they don’t believe in themselves.

What’s one thing you can do today to boost somebody’s spirits beyond whatever is holding them back? Is there someone who needs you to believe in them today? Someone you can get unstuck today with a bit of nudge of encouragement?

  • Could you offer a sympathetic ear to a colleague in a spell of self-doubt or in a tangle and ask, “How can I help?”
  • Could you talk to a teenager who has suffered a setback, remind her of her virtues, and cheer her up by saying, “you’re a strong, confident person, and I know you’ll get through this.”

Idea for Impact: Everyone needs hope. Look for honest ways to offer even a little nudge of encouragement.

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Filed Under: Managing People, Sharpening Your Skills Tagged With: Adversity, Anxiety, Attitudes, Coaching, Conversations, Fear, Feedback, Motivation, Personal Growth, Resilience, Wisdom, Worry

Fear of Feedback: Won’t Give, Don’t Ask

January 21, 2022 By Nagesh Belludi Leave a Comment

Most bosses are uncomfortable about evaluating their subordinates. The prospect of delivering bad news makes them uneasy. They fear that employees will react to even the mildest criticism with anger, stalling, or tears. They don’t know what to say. As a result, they often do everything they can to avoid saying anything at all.

Most employees, for their sake, are fearful of uncovering what their bosses really think of them. They don’t want to know how they’re doing because they are afraid they aren’t doing very well. So they don’t ask. They wait to be told.

Idea for Impact: Giving and getting feedback may be difficult, but it won’t get any easier if you wait.

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Filed Under: Career Development, Effective Communication, Managing People Tagged With: Coaching, Conversations, Feedback, Great Manager, Leadership, Winning on the Job

Each Temperament Has Its Own Language

November 18, 2021 By Nagesh Belludi Leave a Comment

From Dr. Irmgard Schlögl’s The Wisdom of the Zen Masters (1976) (she was later Ven. Myokyo-ni, Rinzai Zen Buddhist nun at the Zen Centre in London):

An elder Zen monk on his pilgrimage put up in a monastery. He came across another monk who was also on the pilgrimage. The two discovered that they had much in common, and decided next morning to continue together.

They came to a river where the ferryboat had just left. The elder took a seat to wait for its return. His new friend continued however, walking over the water.

Halfway across, he turned around and beckoned the elder to follow, “You can do it, too. Just have confidence and tread on.” The elder shook his head and stayed put.

“If you are scared, I’ll help you across. You see I can do it without much trouble.” Yet again, the elder shook his head.

The other reached the other bank of the river. He waited there until the ferry had brought the elder over. “Why did you hang back like that?” he asked.

“And what have you gained by rushing like that?” replied the elder.

“Had I known what you were like, I would not have taken up company with you.”

Wishing him farewell, the elder resumed his pilgrimage on his own.

Temperament clashes exist to some extent in almost all relationships. The language of camaraderie that two people share so effortlessly at some moments can unravel at others.

Sometimes each person believes they are deliberately communicating their needs and values, when indeed little gets through because each is working from different core assumptions and expectations—conveying and interpreting language, gestures, and intent differently, or seeking a different set of signals.

Idea for Impact: Each temperament has its own language.

Each of us has our own expectations of relating in an interpersonal relationship. When there are problems, don’t always attempt to “fix” them or back off and distance yourself. Simply give the other more space to be who they are. Seek to understand.

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Filed Under: Effective Communication, Living the Good Life Tagged With: Attitudes, Communication, Conversations, Feedback, Getting Along, Listening, Meaning, Parables, Relationships

Avoid Blame Language

November 17, 2021 By Nagesh Belludi Leave a Comment

Refrain from using the terms “always” and “never” when you’re in a disagreement.

Making statements like “You never think about anyone but yourself” or “You always ignore how I feel!” provokes defensiveness because of the apparent exaggeration.

The actual conversation gets abstracted because the other person understandably resists the all-or-nothing argument.

Making negative judgments or proclamations about the other in extreme, absolute terms gives no wiggle room because making global attacks on their entire personality.

Idea for Impact: Try to voice your concerns in a way that focuses on your own feelings and how the other’s behavior affects you. Try “I” statements, such as “I feel neglected when you make plans without me.”

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Filed Under: Effective Communication, Managing People Tagged With: Anger, Communication, Etiquette, Feedback, Relationships, Social Skills

Don’t Underestimate Others’ Willingness to Help

September 6, 2021 By Nagesh Belludi Leave a Comment

The biggest barrier to generosity may not be getting people to give but people’s reluctance to ask for what they need.

Mostly, people enjoy helping (but not so much that they can get burned out by their own goodness.) They want to give and be recognized for their giving.

People can’t give when they don’t know what others need

According to the University of Michigan’s Wayne Baker, a solution to the awkwardness of asking for help is the notion of reciprocity rings (or reciprocity bulletin boards.) Boeing, Citigroup, Estee Lauder, General Motors, Google, IBM, Novartis, UPS, and others have implemented informal networking groups to facilitate asking—and giving.

In All You Have to Do Is Ask (2020,) Baker explains that these onetime or recurring networking meetings have individuals explain one by one the specific issues they’re facing. The rest of the group taps their knowledge, resources, wisdom, or networks to help the requestor. In a sense, a reciprocity ring is an expanded version of the “daily stand-up,” “daily huddle,” or “scrum meeting” that many teams use to talk over what they’re each working on and where they need help.

Wharton School’s Adam Grant popularized the concept of reciprocity rings in his book Give and Take (2014.) He argues that reciprocity rings normalize asking and giving. They build trust and relationships by creating new and fast connections where they may not exist otherwise.

A charitable mood sets in—reciprocity rings engender altruism.

Helping others without the expectation to have that help reciprocated is the foundation of altruism. A reciprocity ring cultivates an environment of giving. According to All You Have to Do Is Ask, a reciprocity ring helps people overcome their hesitations and fears about asking for help because everyone’s making a request. Baker cites research that the takers in the groups tend to give three times more than they get. Over time, people tend to make more significant requests.

Idea for Impact: Assemble an informal network and facilitate opportunities to ask for and help one another. It’s an easy and effective way to build connections and strengthen the spirit of the community.

Take a cue from Bay Area career coach Marty Nemko, who organizes his own informal reciprocity ring. Nemko’s “board of advisors” meets for an hour every month, and each person talks about a thorny personal—or professional—problem they’re facing and requests input from others.

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Filed Under: Effective Communication, Managing People, Sharpening Your Skills Tagged With: Asking Questions, Coaching, Feedback, Gratitude, Meetings, Mentoring, Networking, Teams

The Difference between Directive and Non-Directive Coaching

May 13, 2021 By Nagesh Belludi Leave a Comment

When coaching, many managers’first impulse is to jump into solution mode and fix problems by recommending solutions. The advice is often framed as, “I’ve seen this condition before, and you should do X. That’s what worked for me when I was working at company Y.”

The Directive Coaching Style is suitable when your employee doesn’t have the time, skills, temperament, or patience to resolve her problem.

The Non-Directive Coaching Style, in contrast, encourages the employee to think through her problem and develop her own solution. This coaching style takes more time but is usually more effective, especially if the situation is complicated.

Suppose the problem presents a skill or competence that the employee can learn. In that case, a good coach nurtures the employee by challenging her to mull over the situation objectively. Merely supplying the right solution is wasted if she doesn’t understand it or internalize it well enough.

The most effective coaches I know tend to dwell less on the “what’s to be done” and more on instilling the “how to think about.”

Idea for Impact: When offering advice, steer the thought process. Don’t dictate the outcome. Employees are more likely to be invested in the solutions they come up with.

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Filed Under: Managing People, Sharpening Your Skills Tagged With: Assertiveness, Coaching, Conversations, Feedback, Likeability, Manipulation, Mentoring, Persuasion

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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Unless otherwise stated in the individual document, the works above are © Nagesh Belludi under a Creative Commons BY-NC-ND license. You may quote, copy and share them freely, as long as you link back to RightAttitudes.com, don't make money with them, and don't modify the content. Enjoy!