I recently announced that I have just finished a thirteen-year stint at Cisco. I’m moving on to start my own consultancy (which you’ll hear about in coming months), but the key point right now is that I already have some strong ideas about what I want to do next and I’m finalising how I want to get there. The reason that’s important is that by the time I actually left the office and had a lot of free time, I wasn’t overwhelmed by it. I know that sounds odd – who wouldn’t want to suddenly have a
Why do we have leaders? The answer is all in the name, right? We can’t get to where we’re going, if it’s more than one of us, without someone to lead us there. We need someone to make the tough decisions, or plan the strategy, or communicate on behalf of everyone else. Ok, yes, to all of that. But that’s what everyone else gets – the followers, if you will. What does a leader get out of being the leader? How do teams benefit leaders? The obvious answers are power, or accolades or whatever. That’s probably true –
Around the world, 2020 is going to be remembered as extraordinarily difficult. The coronavirus pandemic has passed the six-month mark, and impacted millions around the world. Sadly, it’s not only not over, it’s very possibly going to have another wave this autumn. With a vaccine months away, at best, we have to learn to live with COVID-19 as a new way of life, not an event to get past. In our work lives, that affects a lot of how we do things. Managing people during coronavirus, for example, is now largely done remotely. And we need to do
Second in a two-part series. This is the second of two posts about how to use 360-degree feedback. Last time we discussed why this method of assessing performance is problematic. This time: better ways of using 360-degree feedback effectively in individual business relationships.
Everyone has been at a music concert, or listening to a lecture, when someone steps up to the microphone and instead of a human voice there’s nothing but that horrible screeching sound that tries to pluck your eardrums out of
First in a two-part series. This is the first of two posts about 360-degree feedback in performance evaluations. This week we discuss why this method of assessing performance is problematic. Next time: better ways to use this feedback to improve individual business relationships.
Someone asked me recently about performance evaluations, specifically, whether 360-degree feedback in performance evaluations was useful. The argument in favour of them is that by getting a feedback from not only your manager, but also your direct reports, internal clients, external clients, peers and . . . whomever else you can