This time of the year can be hectic, no doubt, but its important to take time to reflect and set personal and professional goals for the coming year. Don’t just focus on monetary or gains or career progression—both are great but establishing a personal mission statement to help keep you focused is extremely helpful.
The end of March is the first big milestone of the business year. It’s time to run your first in-depth check-in with your team, as a group and individually, to realign purpose and energy with your goals. Here are some areas of focus for your discussions as you work together to plan out a highly productive second quarter of 2018.
As Q1 ends and Spring arrives, it is time to inject energy into your own leadership improvement program. Remember those earnest January commitments? Time to measure your progress and reset your improvement plan to move forward with renewed commitment. We have some ideas for getting that done.
A recent article in the Harvard Business Review disparaged small talk as an effective leadership tool. We disagree. Used judiciously, small talk sets the table for more open, trusting, respectful business conversations between boss and subordinate. Click through for our explanation.
Performance reviews are only effective if the review process is continuous. One annual, HR-mandated official review is a useless exercise unless it merely the capstone of a year-long process of feedback and development. July is a great time to start that ongoing process. Let's explore a few ways to get started.
November and December are busy both professionally and personally, so you have to think ahead to help your team make these next two months a success. Meet NOW with each employee to put plans in place to accomplish four key goals by year-end. Click through for our ideas.
Halogen Software Feedback Central provides sample comments to aid floundering managers in completing preformance reviews. We think this fixes a symptom rather than the deeper problem: The boss' lack of engagement with the employee development process. If you need help writing comments, you haven't been keeping up with your employee's progress! Click through for a fuller rant on "sample comments."
Annual performance reviews get a bad rap, largely because they are "annual." The way to take the agony out of the review, and inject benefits, is to toss out "annual" but keep the rest. Performance reviewing is a critical priority for every manager who aspires to lead effectively: You cannot raise productivity without constant constructive critique of every employee's work. It must happen every day, not once a year. Nothing should be riding on the results of an "annual" review. Right now everything does, which raises stress and reduces productivity.
Generating a high level of passion in your workplace is hard work, and takes consistent focus on the goal. It also has to start Day One, when a new employee joins the team, and needs active guidance on the sources of the passion and how to maintain it.