Quarterly Meetings are Critical

{"attached_stylesheets":[],"featured_image_height":762,"featured_image_width":1015,"post_summary":"

As a manager, it's important to remember that you are not just a leader of a team, but a leader of individuals. Each person on your team has their own unique personality, strengths, and weaknesses, and it's your job as a manager to not only recognize but also utilize these qualities to drive the success of your business.

\n","public_access_rules_enabled":false,"public_access_rules":[],"has_user_changes":true,"last_edit_session_id":null,"last_edit_update_id":null,"html_title":null,"tag_ids":[23667170488],"topic_ids":[23667170488],"campaign_name":null,"campaign_utm":null,"enable_google_amp_output_override":false,"featured_image":"https://5256430.fs1.hubspotusercontent-na1.net/hubfs/5256430/Temp%20Images/looking-through-telescope-2.png","featured_image_alt_text":"","head_html":null,"link_rel_canonical_url":null,"meta_description":"Authentic Leadership: Fostering a Positive Work Culture and Driving Business Success","post_body":"

As a manager, it's important to remember that you are not just a leader of a team, but a leader of individuals. Each person on your team has their own unique personality, strengths, and weaknesses, and it's your job as a manager to not only recognize but also utilize these qualities to drive the success of your business.

\n\n

 

\n

Authentic leadership is a management style that emphasizes being true to one's self and leading in a way that reflects their individual values and beliefs. This type of leadership is not just about being yourself, but also about creating an environment where your team feels comfortable being themselves and bringing their own unique qualities to the table.

\n

One of the biggest benefits of having an authentic leadership style is that it fosters a positive work culture. When team members feel like they can be their true selves, they are more likely to be engaged and invested in their work. This leads to higher levels of creativity and productivity, as well as a more cohesive team dynamic.

\n

Authentic leadership also helps to build trust between you and your team. When you lead by example and show your team that you are willing to be transparent and open about your own beliefs and values, they are more likely to trust you and feel comfortable sharing their own thoughts and opinions. This, in turn, can lead to more effective collaboration and problem-solving.

\n

Another benefit of having an authentic leadership style is that it can help you to better understand your team and their needs. When you get to know your team members on a personal level and understand what drives them, you are better equipped to make decisions that will support their growth and development. This, in turn, can help to retain top talent and ensure that your team continues to perform at a high level.

\n

In conclusion, letting your personality shine through your management style is not just about being yourself, but about creating a work environment where everyone feels comfortable being themselves. By embracing an authentic leadership style, you can foster a positive work culture, build trust with your team, better understand your team's needs, and develop a strong personal brand. So go ahead, let your personality shine and lead with authenticity!

","publish_immediately":null,"use_featured_image":true,"layout_sections":{},"published_by_id":10609172,"published_at":1690978406284,"rss_body":"

As a manager, it's important to remember that you are not just a leader of a team, but a leader of individuals. Each person on your team has their own unique personality, strengths, and weaknesses, and it's your job as a manager to not only recognize but also utilize these qualities to drive the success of your business.

\n\n

 

\n

Authentic leadership is a management style that emphasizes being true to one's self and leading in a way that reflects their individual values and beliefs. This type of leadership is not just about being yourself, but also about creating an environment where your team feels comfortable being themselves and bringing their own unique qualities to the table.

\n

One of the biggest benefits of having an authentic leadership style is that it fosters a positive work culture. When team members feel like they can be their true selves, they are more likely to be engaged and invested in their work. This leads to higher levels of creativity and productivity, as well as a more cohesive team dynamic.

\n

Authentic leadership also helps to build trust between you and your team. When you lead by example and show your team that you are willing to be transparent and open about your own beliefs and values, they are more likely to trust you and feel comfortable sharing their own thoughts and opinions. This, in turn, can lead to more effective collaboration and problem-solving.

\n

Another benefit of having an authentic leadership style is that it can help you to better understand your team and their needs. When you get to know your team members on a personal level and understand what drives them, you are better equipped to make decisions that will support their growth and development. This, in turn, can help to retain top talent and ensure that your team continues to perform at a high level.

\n

In conclusion, letting your personality shine through your management style is not just about being yourself, but about creating a work environment where everyone feels comfortable being themselves. By embracing an authentic leadership style, you can foster a positive work culture, build trust with your team, better understand your team's needs, and develop a strong personal brand. So go ahead, let your personality shine and lead with authenticity!

","rss_summary":"

As a manager, it's important to remember that you are not just a leader of a team, but a leader of individuals. Each person on your team has their own unique personality, strengths, and weaknesses, and it's your job as a manager to not only recognize but also utilize these qualities to drive the success of your business.

\n","scheduled_update_date":0,"blog_publish_to_social_media_task":"DONE_NOT_SENT","blog_publish_instant_email_task_uid":"DONE","blog_post_schedule_task_uid":null}

{"tag_ids":[23667170488],"rss_body":"

Stepping into a brand new role as a first-time manager can feel like a daunting task 🤯. Nobody is perfect—even experienced team leaders—and as a new manager, you’ll definitely make your fair share of mistakes. Save yourself some time and trouble by uncovering some of the most common management mistakes here rather than having to learn through your own experiences!

\n\n

5 Most Common Management Mistakes of New Managers

\n

One of the keys to avoiding management mistakes is simply being aware of some of the most common mistakes managers make 💭. Once you can identify management problems, you can start learning new skills and developing better habits in order to overcome them 💪! So without further ado, here are five of the most common leadership mistakes among new managers.

\n

New Manager Mistake #1: Not Conducting Regular 1:1 Meetings 👫

\n

1:1 meetings are a great way to track performance, build deeper relationships, and boost employee engagement. However, new managers often dread conducting these 1:1 meetings or avoid doing them all together. Why? When you're a leader, it's easy to get so wrapped up in your own workload or keeping track of all your employees that you forget to actually make yourself available to them. It can also be overwhelming for a single manager to schedule and follow up on 1:1 meetings with so many team members 😖.

\n

It’s essential to avoid this management mistake if you want to be an effective leader and have a high-performing team. So, be sure to block off time for recurring 1:1 meetings with each member of your team for the same time on the same day. This creates consistency! Show up with a clear agenda, leverage data and concrete examples so you can give specific and constructive feedback, take notes, and assign action items—then actually follow up on them. These are just a few tips for running more effective 1:1 meetings 👏!

\n

When done correctly, 1:1 meetings will empower your employees to be more informed, engaged, and comfortable speaking up to you about any concerns or obstacles they’re facing 🗣️. With these insights and information, you can actually make the changes your employees want to see and help each team member achieve their greatest potential. The result? Higher team morale, stronger manager/direct report relationships, and a sense of ownership and accountability that will lead to higher job satisfaction and boosted productivity!  

\n

New Manager Mistake #2: Micromanaging 📍

\n

In 2018, an independent workplace survey on LinkedIn asked the question \"What is the ONE mistake leaders make more frequently than others?\" The number one response 🧐? Micromanaging. As a new manager, you likely want to prove yourself and make sure everyone on your team is meeting expectations and adhering to deadlines. However, you don’t want to make the mistake of micromanaging every little thing. 

\n

Micromanaging can derail your team's motivation and creativity, and make them feel like you don’t trust them enough to get things done on their own. So how can you strike ⚡ the right balance between keeping your teams on track and being a strong leader—without nitpicking every little thing? As a new manager, it’s important to take continuous steps to build accountability on your team! 

\n

When you hold your employees accountable for completing their tasks and having the right attitude in the workplace, trust is formed amongst coworkers. When you hold yourself accountable for doing what you say you’re going to do, it builds trust between you and your direct reports. Trust is the backbone of high-performing teams because it allows each team member to truly count on the others 🤝. When you can count on your direct reports to do what they should be doing, there’s no need to micromanage 😄! 

\n

New Manager Mistake #3: Not Gathering Employee Feedback 🗣️

\n

It’s obvious that managers are supposed to give employee feedback—but what’s often overlooked is that getting employee feedback is just as important. As a manager, (especially a new manager who has a lot to learn!) receiving employee feedback can help you improve your leadership skills while making strides to improve the organization as a whole 👏! 

\n

The most common leadership mistake here is that many businesses rely on exit interviews to gain insight into how direct reports felt about their manager’s effectiveness. The problem with this approach 👎? You can’t apply those insights to improve an employee’s experience once they’ve already decided to leave the company. 

\n

On the flip side, if you have a way to receive regular employee feedback, you can identify issues and course correct in order to increase employee retention rates! So, ask for employee feedback during regular check-ins, team meetings, or 1:1 meetings. You may also want to consider sending out monthly or quarterly surveys so employees can voice their opinions anonymously 📝.

\n

New Manager Mistake #4: Failing to Improve Their Leadership and Management Skills 📚

\n

Upper management often invests in leadership development for middle and lower management —but might not invest in that same level of training for themselves. For this reason, one of the most common mistakes managers make is failing to grow as leaders. But once you land a management position, you shouldn’t stop learning 🤓! 

\n

If you want to be a good manager, it’s important to develop new skills, learn about new management techniques and methodologies, and grow personally and professionally 📖. As we just mentioned, this is often overlooked—in fact, leadership development is rated at \"below average or poor\" in over one-third of businesses. So, you may have to take the lead in reaching out for training and development yourself. Don’t be afraid to do this! It shows passion, initiative, and a willingness to learn that can help build trust and accountability between you and your direct reports. 

\n

As a manager, you set and track goals for your employees, and one of the biggest management mistakes is not doing the same for yourself. Identify a new skill you want to learn, leadership training workshop you want to attend, or book you want to finish reading this quarter. Then, hold yourself accountable (just like you would your employees) for doing so 🙌! 

\n

New Manager Mistake #5: Failure to Delegate ✍️

\n

One of the most common weaknesses of a manager is the tendency to take on too much and not delegate 😕. This is especially true for new managers. After all, you were probably just another member of the team until recently, so taking care of all your own job tasks may still feel like second nature.

\n

However, failing to delegate is often listed as the number one reason managers fail. It can cause huge problems as work bottlenecks around them, leading to higher stress and faster burn out. It’s important to keep in mind that being a leader doesn’t mean being able to do everything yourself! Unless you delegate tasks, you're never going to have time to focus on the \"big picture\"📸 that you’re responsible for. 

\n

Plus, you’re doing your team members a disservice by not allowing them to develop and learn how to hold themselves accountable. Leaders should be focused on helping their team members grow by giving them responsibilities and surrounding themselves with capable people who can do what is necessary to achieve the team’s goals 😍.

\n

Avoid These Common Management Mistakes with the Right Tools! 

\n

We get it—even if you’re aware of common management mistakes to avoid, it can be difficult to get it right as a new manager. Don’t think you have to do it all on your own 👫! 

\n

Thanks to modern technology, there are lots of digital tools and resources you can use to minimize your mistakes as a new manager and become the best leader you can be to your teams 💻! Strety is one of those tools. 

\n

It offers practical features that new managers and experienced team leaders alike can actually use throughout the week to overcome the challenges of being in charge 👔. With Strety on your side, you'll be able to:

\n

\n
• Conduct more effective team, leadership, and 1:1 meetings
\n
• Set and track employee, team, and company goals 
\n
• Send and store team announcements for improved communication and team building
\n
• Ask recurring questions and set automated reminders to improve project management 
\n
• And much more! 
\n

\n

Are you ready to gain access to the tools you need to overcome the most common management mistakes of new managers? Contact us today 📞. We’re here to be your go-to tool and support system throughout all your management mistakes and successes!

\n

 

","head_html":null,"post_body":"

Stepping into a brand new role as a first-time manager can feel like a daunting task 🤯. Nobody is perfect—even experienced team leaders—and as a new manager, you’ll definitely make your fair share of mistakes. Save yourself some time and trouble by uncovering some of the most common management mistakes here rather than having to learn through your own experiences!

\n\n

5 Most Common Management Mistakes of New Managers

\n

One of the keys to avoiding management mistakes is simply being aware of some of the most common mistakes managers make 💭. Once you can identify management problems, you can start learning new skills and developing better habits in order to overcome them 💪! So without further ado, here are five of the most common leadership mistakes among new managers.

\n

New Manager Mistake #1: Not Conducting Regular 1:1 Meetings 👫

\n

1:1 meetings are a great way to track performance, build deeper relationships, and boost employee engagement. However, new managers often dread conducting these 1:1 meetings or avoid doing them all together. Why? When you're a leader, it's easy to get so wrapped up in your own workload or keeping track of all your employees that you forget to actually make yourself available to them. It can also be overwhelming for a single manager to schedule and follow up on 1:1 meetings with so many team members 😖.

\n

It’s essential to avoid this management mistake if you want to be an effective leader and have a high-performing team. So, be sure to block off time for recurring 1:1 meetings with each member of your team for the same time on the same day. This creates consistency! Show up with a clear agenda, leverage data and concrete examples so you can give specific and constructive feedback, take notes, and assign action items—then actually follow up on them. These are just a few tips for running more effective 1:1 meetings 👏!

\n

When done correctly, 1:1 meetings will empower your employees to be more informed, engaged, and comfortable speaking up to you about any concerns or obstacles they’re facing 🗣️. With these insights and information, you can actually make the changes your employees want to see and help each team member achieve their greatest potential. The result? Higher team morale, stronger manager/direct report relationships, and a sense of ownership and accountability that will lead to higher job satisfaction and boosted productivity!  

\n

New Manager Mistake #2: Micromanaging 📍

\n

In 2018, an independent workplace survey on LinkedIn asked the question \"What is the ONE mistake leaders make more frequently than others?\" The number one response 🧐? Micromanaging. As a new manager, you likely want to prove yourself and make sure everyone on your team is meeting expectations and adhering to deadlines. However, you don’t want to make the mistake of micromanaging every little thing. 

\n

Micromanaging can derail your team's motivation and creativity, and make them feel like you don’t trust them enough to get things done on their own. So how can you strike ⚡ the right balance between keeping your teams on track and being a strong leader—without nitpicking every little thing? As a new manager, it’s important to take continuous steps to build accountability on your team! 

\n

When you hold your employees accountable for completing their tasks and having the right attitude in the workplace, trust is formed amongst coworkers. When you hold yourself accountable for doing what you say you’re going to do, it builds trust between you and your direct reports. Trust is the backbone of high-performing teams because it allows each team member to truly count on the others 🤝. When you can count on your direct reports to do what they should be doing, there’s no need to micromanage 😄! 

\n

New Manager Mistake #3: Not Gathering Employee Feedback 🗣️

\n

It’s obvious that managers are supposed to give employee feedback—but what’s often overlooked is that getting employee feedback is just as important. As a manager, (especially a new manager who has a lot to learn!) receiving employee feedback can help you improve your leadership skills while making strides to improve the organization as a whole 👏! 

\n

The most common leadership mistake here is that many businesses rely on exit interviews to gain insight into how direct reports felt about their manager’s effectiveness. The problem with this approach 👎? You can’t apply those insights to improve an employee’s experience once they’ve already decided to leave the company. 

\n

On the flip side, if you have a way to receive regular employee feedback, you can identify issues and course correct in order to increase employee retention rates! So, ask for employee feedback during regular check-ins, team meetings, or 1:1 meetings. You may also want to consider sending out monthly or quarterly surveys so employees can voice their opinions anonymously 📝.

\n

New Manager Mistake #4: Failing to Improve Their Leadership and Management Skills 📚

\n

Upper management often invests in leadership development for middle and lower management —but might not invest in that same level of training for themselves. For this reason, one of the most common mistakes managers make is failing to grow as leaders. But once you land a management position, you shouldn’t stop learning 🤓! 

\n

If you want to be a good manager, it’s important to develop new skills, learn about new management techniques and methodologies, and grow personally and professionally 📖. As we just mentioned, this is often overlooked—in fact, leadership development is rated at \"below average or poor\" in over one-third of businesses. So, you may have to take the lead in reaching out for training and development yourself. Don’t be afraid to do this! It shows passion, initiative, and a willingness to learn that can help build trust and accountability between you and your direct reports. 

\n

As a manager, you set and track goals for your employees, and one of the biggest management mistakes is not doing the same for yourself. Identify a new skill you want to learn, leadership training workshop you want to attend, or book you want to finish reading this quarter. Then, hold yourself accountable (just like you would your employees) for doing so 🙌! 

\n

New Manager Mistake #5: Failure to Delegate ✍️

\n

One of the most common weaknesses of a manager is the tendency to take on too much and not delegate 😕. This is especially true for new managers. After all, you were probably just another member of the team until recently, so taking care of all your own job tasks may still feel like second nature.

\n

However, failing to delegate is often listed as the number one reason managers fail. It can cause huge problems as work bottlenecks around them, leading to higher stress and faster burn out. It’s important to keep in mind that being a leader doesn’t mean being able to do everything yourself! Unless you delegate tasks, you're never going to have time to focus on the \"big picture\"📸 that you’re responsible for. 

\n

Plus, you’re doing your team members a disservice by not allowing them to develop and learn how to hold themselves accountable. Leaders should be focused on helping their team members grow by giving them responsibilities and surrounding themselves with capable people who can do what is necessary to achieve the team’s goals 😍.

\n

Avoid These Common Management Mistakes with the Right Tools! 

\n

We get it—even if you’re aware of common management mistakes to avoid, it can be difficult to get it right as a new manager. Don’t think you have to do it all on your own 👫! 

\n

Thanks to modern technology, there are lots of digital tools and resources you can use to minimize your mistakes as a new manager and become the best leader you can be to your teams 💻! Strety is one of those tools. 

\n

It offers practical features that new managers and experienced team leaders alike can actually use throughout the week to overcome the challenges of being in charge 👔. With Strety on your side, you'll be able to:

\n

\n
• Conduct more effective team, leadership, and 1:1 meetings
\n
• Set and track employee, team, and company goals 
\n
• Send and store team announcements for improved communication and team building
\n
• Ask recurring questions and set automated reminders to improve project management 
\n
• And much more! 
\n

\n

Are you ready to gain access to the tools you need to overcome the most common management mistakes of new managers? Contact us today 📞. We’re here to be your go-to tool and support system throughout all your management mistakes and successes!

\n

 

","topic_ids":[23667170488],"html_title":null,"rss_summary":"

Stepping into a brand new role as a first-time manager can feel like a daunting task 🤯. Nobody is perfect—even experienced team leaders—and as a new manager, you’ll definitely make your fair share of mistakes. Save yourself some time and trouble by uncovering some of the most common management mistakes here rather than having to learn through your own experiences!

\n","campaign_utm":"Management%20Tips%20%26%20Skills","post_summary":"

Stepping into a brand new role as a first-time manager can feel like a daunting task 🤯. Nobody is perfect—even experienced team leaders—and as a new manager, you’ll definitely make your fair share of mistakes. Save yourself some time and trouble by uncovering some of the most common management mistakes here rather than having to learn through your own experiences!

\n","published_at":1670854295971,"campaign_name":"Management Tips & Skills","featured_image":"https://cdn2.hubspot.net/hubfs/5256430/images/blog/common-management-mistakes-new-managers.png","layout_sections":{},"published_by_id":10609172,"has_user_changes":true,"meta_description":"Learn about the most common management mistakes and what you can do as a new manager to avoid them.","use_featured_image":true,"last_edit_update_id":null,"public_access_rules":[],"publish_immediately":true,"attached_stylesheets":[],"last_edit_session_id":null,"scheduled_update_date":0,"link_rel_canonical_url":null,"featured_image_alt_text":"","blog_post_schedule_task_uid":null,"public_access_rules_enabled":false,"blog_publish_to_social_media_task":"DONE_NOT_SENT","enable_google_amp_output_override":false,"blog_publish_instant_email_task_uid":"DONE"}

{"tag_ids":[],"rss_body":"

.27%. That’s the percentage that 1 day of a year signifies. 

\n\n

 

\n

When thinking through things you do for your direct reports for their birthday, nothing is probably as valuable as giving them time. This is the one day where their world is a 100% more focused on them. Have them enjoy it. 

\n

 

\n

At BrightGauge we gave people a half day off on their birthdays. I’d receive great feedback during Annual Reviews about how that little tiny perk was. 

\n

 

\n

In some cases, people made plans with their significant others for a long lunch. In other cases, it gave them a head start for a weekend getaway, tackling that book they had been sitting in their night stand for most of the year. One person even treated themselves to four hours of prime beach time mid week with an empty South Beach. One that always stayed with me was a direct report who said it gave them an opportunity to visit a relative who couldn’t spend time with them later in the day.  

\n

 

\n

In this world where we are all time starved, go to bat for your team and propose that next year you help people celebrate their birthdays with a small gesture from the company. It shouldn’t  come as a surprise that when we needed our people to come to bat for the company, they were always willing and ready.

","head_html":null,"post_body":"

.27%. That’s the percentage that 1 day of a year signifies. 

\n\n

 

\n

When thinking through things you do for your direct reports for their birthday, nothing is probably as valuable as giving them time. This is the one day where their world is a 100% more focused on them. Have them enjoy it. 

\n

 

\n

At BrightGauge we gave people a half day off on their birthdays. I’d receive great feedback during Annual Reviews about how that little tiny perk was. 

\n

 

\n

In some cases, people made plans with their significant others for a long lunch. In other cases, it gave them a head start for a weekend getaway, tackling that book they had been sitting in their night stand for most of the year. One person even treated themselves to four hours of prime beach time mid week with an empty South Beach. One that always stayed with me was a direct report who said it gave them an opportunity to visit a relative who couldn’t spend time with them later in the day.  

\n

 

\n

In this world where we are all time starved, go to bat for your team and propose that next year you help people celebrate their birthdays with a small gesture from the company. It shouldn’t  come as a surprise that when we needed our people to come to bat for the company, they were always willing and ready.

","topic_ids":[],"html_title":null,"cloned_from":38700227669,"rss_summary":"

.27%. That’s the percentage that 1 day of a year signifies. 

\n","campaign_utm":null,"post_summary":"

.27%. That’s the percentage that 1 day of a year signifies. 

\n","published_at":1611848166626,"campaign_name":null,"featured_image":"https://f.hubspotusercontent30.net/hubfs/5256430/Stock%20images/Bunch%20of%20colorful%20balloons%20in%20blue%20sky.jpeg","page_redirected":false,"published_by_id":10609172,"has_user_changes":true,"legacy_post_guid":"","meta_description":"Small company perk with massive ROI","page_expiry_date":null,"legacy_blog_tabid":null,"use_featured_image":true,"last_edit_update_id":null,"page_expiry_enabled":false,"publish_immediately":true,"attached_stylesheets":[],"last_edit_session_id":null,"link_rel_canonical_url":null,"featured_image_alt_text":"","page_expiry_redirect_id":null,"page_expiry_redirect_url":null,"blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE","enable_google_amp_output_override":false,"blog_publish_instant_email_task_uid":"DONE","blog_publish_instant_email_campaign_id":null,"blog_publish_instant_email_retry_count":0}

{"attached_stylesheets":[],"post_summary":"

In this new age of information overload, passive job searching has been made so easy that it’s only a matter of time before it reaches parity with today’s dating apps. \"Job looks decent enough, sure, swipe right. Oh, I matched! Gotta go text my boss and let them know today is my last day.”  

\n","has_user_changes":true,"last_edit_session_id":null,"last_edit_update_id":null,"html_title":null,"tag_ids":[],"topic_ids":[],"campaign_name":null,"campaign_utm":null,"enable_google_amp_output_override":false,"featured_image":"https://f.hubspotusercontent30.net/hubfs/5256430/Blog%20Images/16b.png","featured_image_alt_text":"","head_html":null,"link_rel_canonical_url":null,"meta_description":"Step by step directions to help you run a career discussion","post_body":"

In this new age of information overload, passive job searching has been made so easy that it’s only a matter of time before it reaches parity with today’s dating apps. \"Job looks decent enough, sure, swipe right. Oh, I matched! Gotta go text my boss and let them know today is my last day.”  

\n\n

 

\n

To put that into context versus the past, job searching involved high effort exercises like actually preparing for and attending job fairs or searching through help wanted ads in newspapers. This provided so much friction, it made job searching a herculean effort. That’s all changed. I don’t know where to start getting milk delivered from the dairy directly nowadays. So face the facts. Most of your employees have visited a job search website in the past 24 hours. Probably from the company internet. Probably nothing serious, but it’s so easy, why wouldn’t they? 

\n

This brings me to the point of this post. You need to be transparent about job searching. You should be acting as a steward of your employee’s career and not just a passive participant. Embrace it. Encourage it.

\n

 

\n

This leads me to one of the favorite types of 1:1 meetings I would have when I was managing the sales team at BrightGauge. I’d ask the participants to bring me the job that they wanted to work towards from outside the company. I essentially asked them to job search.  We would review what they brought back and have an honest discussion of how likely they would qualify for the job, try to find the compensation numbers, see if there were any cons... basically job search as a team for them.  From there we would map out the skills they needed, what they had to work on, and where they truly stood now based on how they were compensated currently. This provided a great forum for open and honest communication about everything from job roles to compensation,  without keeping either party guessing about . 

\n

 

\n

I can honestly say that everyone who participated in this process has said it’s one of the best meetings the company would run. Think it through. Try it out with someone you’ve been meaning to get more clarity from. You might surprise them, and yourself.

","publish_immediately":true,"use_featured_image":true,"published_by_id":10609172,"published_at":1607965622929,"rss_body":"

In this new age of information overload, passive job searching has been made so easy that it’s only a matter of time before it reaches parity with today’s dating apps. \"Job looks decent enough, sure, swipe right. Oh, I matched! Gotta go text my boss and let them know today is my last day.”  

\n\n

 

\n

To put that into context versus the past, job searching involved high effort exercises like actually preparing for and attending job fairs or searching through help wanted ads in newspapers. This provided so much friction, it made job searching a herculean effort. That’s all changed. I don’t know where to start getting milk delivered from the dairy directly nowadays. So face the facts. Most of your employees have visited a job search website in the past 24 hours. Probably from the company internet. Probably nothing serious, but it’s so easy, why wouldn’t they? 

\n

This brings me to the point of this post. You need to be transparent about job searching. You should be acting as a steward of your employee’s career and not just a passive participant. Embrace it. Encourage it.

\n

 

\n

This leads me to one of the favorite types of 1:1 meetings I would have when I was managing the sales team at BrightGauge. I’d ask the participants to bring me the job that they wanted to work towards from outside the company. I essentially asked them to job search.  We would review what they brought back and have an honest discussion of how likely they would qualify for the job, try to find the compensation numbers, see if there were any cons... basically job search as a team for them.  From there we would map out the skills they needed, what they had to work on, and where they truly stood now based on how they were compensated currently. This provided a great forum for open and honest communication about everything from job roles to compensation,  without keeping either party guessing about . 

\n

 

\n

I can honestly say that everyone who participated in this process has said it’s one of the best meetings the company would run. Think it through. Try it out with someone you’ve been meaning to get more clarity from. You might surprise them, and yourself.

","rss_summary":"

In this new age of information overload, passive job searching has been made so easy that it’s only a matter of time before it reaches parity with today’s dating apps. \"Job looks decent enough, sure, swipe right. Oh, I matched! Gotta go text my boss and let them know today is my last day.”  

\n","blog_publish_instant_email_task_uid":"5256430-38700227669-1607979715684","blog_publish_to_social_media_task":"DONE","blog_post_schedule_task_uid":null}

{"tag_ids":[23667170488],"rss_body":"

This may sound obvious but not everyone really gets it…. 

\n\n

Developing and maintaining client relationships is essential to growing and retaining your customer base.

\n

Yes, you’re in the Managed Services/IT business and keeping their technology humming is priority #1... but you’re also very much in the business of customer service, and the foundation of any successful customer service effort is an honest understanding and genuine interest in the customer’s business and their success.

\n

Are you genuinely interested in your customer’s success???

\n

When was the last time you talked to your customer about their business and not just their tech? Some MSPs rely on QBRs or renewals to prompt these conversations, but you need to establish a more continuous conversation around this topic. Leverage every interaction with your client as an opportunity to build and strengthen your relationship, from the first touch with sales, to their implementation, and at every onsite visit to ask a simple question: How’s business treating you?

\n

Priorities can change in an instant, and they’re often different from stakeholder to stakeholder, so unless you’re regularly asking what people are focused on, you’ll always be reacting to needs rather than getting out in front of them.

\n

A quick conversation onsite can uncover an upcoming project or a knot of new hires that could have been hurled into the service desk, unannounced, with high priority leaving your team in react/panic-mode.

\n

Once you’ve embraced the importance of the customer service mindset, it’ll set off a chain reaction of positive outcomes for your business. 

\n

A customer service mindset requires you to identify how you can add real value for the customer. Adding real value builds trust with the client. Once a degree of trust has been established, the client is more likely to see you as a strategic partner - not outsourced IT. At that point, clients become advocates, and in an industry where new business is still very much reliant on word-of-mouth, that trust you’ve built from operating with a customer service mindset will have a direct impact on your business’s growth.

\n

Relationship building is more of an art than a science, and it all starts with how you communicate and educate your clients on working with you. There’s no one way to turn clients into advocates, but there are some best practices you can follow to ensure your doing your part:

\n

 

\n

Develop Relationships Early

\n

Immerse yourself! Get to know the client inside and out. Dedicate time to know their culture and what they feel makes them unique. If you’re not sure how to bring the latter out, take time to share things about yourself and your team to open the communication beyond the confines of their tech and your offerings.

\n

You can also stay current by following them and their industry leaders on social media & subscribing to their blogs. Give yourself every opportunity to understand what internal and external forces are influencing their business. Not only will this show the client you care about their success, but it will help you to cater your offerings around their needs.

\n

 

\n

Nail the Sales/Implementation Handoff

\n

Client onboarding is the most critical phase of relationship building. To really nail onboarding, you must have an internal process in place that identifies the following:

\n

\n
• What does the client really want? What is their Job to be Done?
\n
• Who are the decision makers, implementers, and key stakeholders?
\n

\n

Your implementation team needs this information before they begin working with the client so make sure your sales team (over)shares this information with the onboarding specialists.

\n

And if you really want to execute, introduce the implementation team during the sales process. This will make for a smooth & effective transition for all parties. 

\n

 

\n

Set Clear Expectations

\n

Set clear expectations from the onset and not only will you be in a better position to serve your client, you'll also teach them how to work best with you. 

\n

Schedule out when and detail why you’ll be connecting with them during onboarding. Set timelines for how and when they’re going to get started with new products. Detail how to access and use company & product info. Be clear with how & who they should communicate with so when they need something, they’re not being passed around and feeling like your team is disorganized. 

\n

Establishing expectations early will go a long way in reducing any sort of miscommunication that could derail the relationship-building process during this critical period.

\n

 

\n

Establish Multiple Communication Channels

\n

It’s important to keep lines of communication open as well as providing multiple options for the client, as preferred methods of communication may differ from company to company and even person to person.

\n

Make sure your clients know all the ways they can reach you. Combine email, phone, communication software (MS Teams & Slack), support tickets, etc to make it as easy as possible for them while making it effective and efficient for you.

\n

 

\n

Be Proactive, Stay Proactive

\n

Inform clients of occurrences of tech problems. Get out in front, control the message, and assure them that you’re doing everything you can to resolve the issue in a timely manner. Customers will appreciate the transparency, and it will help continue building trust.

\n

Looking at the bigger picture, your customers decide to work with you because of your knowledge and expertise. This goes beyond providing IT/MS support. If there are emerging strategies, technologies, or tactics that would benefit your customers, it’s your responsibility to be aware of them and advise them on how they should be leveraged. If a client starts to bring these types of ideas to you, they will lose faith in your expertise and your relationship will take a hit.

\n

 

\n

Respond Promptly

\n

Replying quickly shows respect. If a client reaches out, acknowledge it as quickly as possible, even if you can’t yet resolve their issue. Let them you’re looking into their inquiry and, if possible, give a timeline. 

\n

 

\n

Use Every Interaction to Deliver Value

\n

It’s your job to help them achieve their desired outcomes with your offerings. Speak to and think of their needs, not yours with every interaction. You want your client to see you as an extension of their team, not a vendor.

\n

Use your tools to see where there’s room to expand then make a clear case why it will help their business. You can do this in lighter ways too, by sharing relevant resources such as blog posts or insights that could help them resolve problems and improve their processes.

\n

To summarize, manage your client relationships like you run your own teams. Have regular conversations through onsites, emails, phone calls, and QBRs. Help educate your clients on how you intend to work together. In return you’ll have clearer, more effective communication and, most importantly, the foundation for a mutually beneficial relationship that will serve you both for years to come.

\n

 

","head_html":null,"post_body":"

This may sound obvious but not everyone really gets it…. 

\n\n

Developing and maintaining client relationships is essential to growing and retaining your customer base.

\n

Yes, you’re in the Managed Services/IT business and keeping their technology humming is priority #1... but you’re also very much in the business of customer service, and the foundation of any successful customer service effort is an honest understanding and genuine interest in the customer’s business and their success.

\n

Are you genuinely interested in your customer’s success???

\n

When was the last time you talked to your customer about their business and not just their tech? Some MSPs rely on QBRs or renewals to prompt these conversations, but you need to establish a more continuous conversation around this topic. Leverage every interaction with your client as an opportunity to build and strengthen your relationship, from the first touch with sales, to their implementation, and at every onsite visit to ask a simple question: How’s business treating you?

\n

Priorities can change in an instant, and they’re often different from stakeholder to stakeholder, so unless you’re regularly asking what people are focused on, you’ll always be reacting to needs rather than getting out in front of them.

\n

A quick conversation onsite can uncover an upcoming project or a knot of new hires that could have been hurled into the service desk, unannounced, with high priority leaving your team in react/panic-mode.

\n

Once you’ve embraced the importance of the customer service mindset, it’ll set off a chain reaction of positive outcomes for your business. 

\n

A customer service mindset requires you to identify how you can add real value for the customer. Adding real value builds trust with the client. Once a degree of trust has been established, the client is more likely to see you as a strategic partner - not outsourced IT. At that point, clients become advocates, and in an industry where new business is still very much reliant on word-of-mouth, that trust you’ve built from operating with a customer service mindset will have a direct impact on your business’s growth.

\n

Relationship building is more of an art than a science, and it all starts with how you communicate and educate your clients on working with you. There’s no one way to turn clients into advocates, but there are some best practices you can follow to ensure your doing your part:

\n

 

\n

Develop Relationships Early

\n

Immerse yourself! Get to know the client inside and out. Dedicate time to know their culture and what they feel makes them unique. If you’re not sure how to bring the latter out, take time to share things about yourself and your team to open the communication beyond the confines of their tech and your offerings.

\n

You can also stay current by following them and their industry leaders on social media & subscribing to their blogs. Give yourself every opportunity to understand what internal and external forces are influencing their business. Not only will this show the client you care about their success, but it will help you to cater your offerings around their needs.

\n

 

\n

Nail the Sales/Implementation Handoff

\n

Client onboarding is the most critical phase of relationship building. To really nail onboarding, you must have an internal process in place that identifies the following:

\n

\n
• What does the client really want? What is their Job to be Done?
\n
• Who are the decision makers, implementers, and key stakeholders?
\n

\n

Your implementation team needs this information before they begin working with the client so make sure your sales team (over)shares this information with the onboarding specialists.

\n

And if you really want to execute, introduce the implementation team during the sales process. This will make for a smooth & effective transition for all parties. 

\n

 

\n

Set Clear Expectations

\n

Set clear expectations from the onset and not only will you be in a better position to serve your client, you'll also teach them how to work best with you. 

\n

Schedule out when and detail why you’ll be connecting with them during onboarding. Set timelines for how and when they’re going to get started with new products. Detail how to access and use company & product info. Be clear with how & who they should communicate with so when they need something, they’re not being passed around and feeling like your team is disorganized. 

\n

Establishing expectations early will go a long way in reducing any sort of miscommunication that could derail the relationship-building process during this critical period.

\n

 

\n

Establish Multiple Communication Channels

\n

It’s important to keep lines of communication open as well as providing multiple options for the client, as preferred methods of communication may differ from company to company and even person to person.

\n

Make sure your clients know all the ways they can reach you. Combine email, phone, communication software (MS Teams & Slack), support tickets, etc to make it as easy as possible for them while making it effective and efficient for you.

\n

 

\n

Be Proactive, Stay Proactive

\n

Inform clients of occurrences of tech problems. Get out in front, control the message, and assure them that you’re doing everything you can to resolve the issue in a timely manner. Customers will appreciate the transparency, and it will help continue building trust.

\n

Looking at the bigger picture, your customers decide to work with you because of your knowledge and expertise. This goes beyond providing IT/MS support. If there are emerging strategies, technologies, or tactics that would benefit your customers, it’s your responsibility to be aware of them and advise them on how they should be leveraged. If a client starts to bring these types of ideas to you, they will lose faith in your expertise and your relationship will take a hit.

\n

 

\n

Respond Promptly

\n

Replying quickly shows respect. If a client reaches out, acknowledge it as quickly as possible, even if you can’t yet resolve their issue. Let them you’re looking into their inquiry and, if possible, give a timeline. 

\n

 

\n

Use Every Interaction to Deliver Value

\n

It’s your job to help them achieve their desired outcomes with your offerings. Speak to and think of their needs, not yours with every interaction. You want your client to see you as an extension of their team, not a vendor.

\n

Use your tools to see where there’s room to expand then make a clear case why it will help their business. You can do this in lighter ways too, by sharing relevant resources such as blog posts or insights that could help them resolve problems and improve their processes.

\n

To summarize, manage your client relationships like you run your own teams. Have regular conversations through onsites, emails, phone calls, and QBRs. Help educate your clients on how you intend to work together. In return you’ll have clearer, more effective communication and, most importantly, the foundation for a mutually beneficial relationship that will serve you both for years to come.

\n

 

","topic_ids":[23667170488],"html_title":null,"rss_summary":"

This may sound obvious but not everyone really gets it…. 

\n","campaign_utm":null,"post_summary":"

This may sound obvious but not everyone really gets it…. 

\n","published_at":1600873341647,"campaign_name":null,"featured_image":"https://f.hubspotusercontent30.net/hubfs/5256430/Blog%20Images/23b.png","layout_sections":{},"published_by_id":9725277,"has_user_changes":true,"meta_description":"Tips and best practices for developing strong client relationships through a customer service mindset built on trust and effective communication","use_featured_image":true,"last_edit_update_id":null,"publish_immediately":true,"attached_stylesheets":[],"last_edit_session_id":null,"link_rel_canonical_url":null,"featured_image_alt_text":"Client Relationship ","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE","enable_google_amp_output_override":false,"blog_publish_instant_email_task_uid":"DONE"}

{"tag_ids":[23667170488],"rss_body":"

What does a productive manager look like?

\n

Every company (heck, every team) has a slightly different answer to that question. Some measure a manager's productivity by their team's ability to meet deadlines, while others are focused on revenue from the projects a manager's team is working on.

\n

True productivity for any manager requires a mix of the right systems, the right goals, and the right schedule.

\n\n

A Manager is Not an Individual Contributor

\n

Transitioning to full-time management is tricky. Getting promoted to a managerial position often means you're in a brand new role, one that requires a skillset your prior role didn't necessarily prepare you to take on. All of a sudden, your entire job is to help someone else achieve their goals.

\n

Contrary to popular belief, a manager's job is not figuring out how to do the work for their team. A manager's responsibilities are to connect with individual contributors on their team, direct those teammates by telling them where the organization is going and why, clear any obstacles in their way, and give feedback to help them improve. Taken together, the goal is to get better outcomes from a group of individuals working together by enabling individuals to figure out the right how for them and their unique set of skills and abilities.

\n

If you've spent your entire career figuring out the \"how,\" giving that up to focus on team alignment can feel uncomfortable. The first step to improving productivity as a new manager is to recognize that discomfort, understand where it's coming from, and remember that your job is to help others achieve goals — not achieve them yourself.

\n

If you're feeling unproductive, take a critical look at your workload and discuss it with your boss. Is your day spent on tasks that distract from your core role of people management? In a perfect world, managers would spend the vast majority of their time coaching, directing, mentoring, and giving feedback. While it's sometimes necessary to take on non-coaching tasks to help out your team, doing too many projects yourself will split your focus and therefore reduce your productivity. No productivity \"hack\" will solve a focus issue — those are helpful, but only after your focus is appropriately balanced.

\n

Measure the Team's Entire Output

\n

Coaching is a wholly different skillset and requires a different set of goals. Your work isn't about you, it's about the people you're supporting. Your success is measured by the entire team, not by one person's performance.

\n

According to Andy Grove in High Output Management, a coach's output is equal to the output of their team and the output of neighboring organizations under their influence. Success looks like effective delegation, streamlined processes, and influencing direction with your unique knowledge. If decisions are delayed, projects are meddled with, or your team constantly feels frustrated, then there's room for improvement as a manager.

\n

Remember: your highest impact work is helping others meet their goals. If everything's going smoothly on your team, that means you're doing your job well. That's your goal: a happy, well-functioning team. The metrics that measure your performance as a manager should directly relate to how well your team is functioning.

\n

Once your focus is established and your goals are appropriate for your role, you're ready to tinker with systems and schedules to improve your productivity.

\n

Build the Right Management Systems

\n

Systems and processes are crucial for efficient management. Without automated systems for tracking your team, you will miss things. Sometimes, you'll miss important things. Automating aspects of people management like stand-ups/check ins and requests for feedback will help you catch small issues before they turn into big problems. A tool like Strety makes that process easy.

\n

Your system for performance management should incorporate:

\n

\n
• Collaborative meeting agendas to which your team contributes asynchronously
\n
• Customized goals with measurable success
\n
• Automatic check ins to understand how goals are progressing, what obstacles your team is facing, and how you can help
\n
• Feedback allowing you to praise in public and coach in private.
\n

\n

Strety users: Contact our success team for customized help using our employee engagement tools to build a system that works for you.

\n

 

\n

Schedule Your Day to Reduce Switching Costs

\n

Do you ever feel like you need to take a walk (or maybe a nap) after a meeting before you start another task? Switching between two different tasks is difficult—especially when those tasks don't relate to each other. If you try to work on something completely different after finishing a project without taking a break, your brain will resist.

\n

Managers who are responsible for individual contributor projects in addition to their coaching responsibilities will face switching costs all the time. People management requires a different headspace than heads-down work, and it's nearly impossible to multitask. Switching from one call to another is relatively easy, but trying to jump into a ticket escalation  right after a call can feel like an uphill battle.

\n

Pushing through switching costs might sound noble, but it isn't efficient. Instead, create a schedule that allows you to focus on one element of your job during a predetermined chunk of time.

\n

Some ideas to try:

\n

\n
• Block off \"meeting-free\" times in your calendar to focus on your heads-down work. If you're most productive in the mornings, ask your team not to schedule meetings or interrupt you with a non-urgent issue before 11am. Time blocking can be especially helpful if you're working remotely and a colleague can't physically see that you're in the middle of something.
\n
• Schedule all your meetings on certain days. A former colleague used to leave Mondays and Fridays completely open (no calls or meetings allowed) and met with his team Tuesday, Wednesday, and Thursday. The middle of his week was almost completely spent on Zoom, but he had two focused days a week to work on other things.
\n
• Create themes for your days. If you're working on a few big projects, make Project A your focus on Monday, Project B your focus on Wednesday, and Project C your focus on Friday. Tuesday and Thursday can be \"catchall\" days to work on whatever's needed.
\n

\n

Over to You

\n

If you're ready to up your leadership game with a continuous performance management system, contact Strety for a demo of our tool. We'll make it easy!

","head_html":null,"post_body":"

What does a productive manager look like?

\n

Every company (heck, every team) has a slightly different answer to that question. Some measure a manager's productivity by their team's ability to meet deadlines, while others are focused on revenue from the projects a manager's team is working on.

\n

True productivity for any manager requires a mix of the right systems, the right goals, and the right schedule.

\n\n

A Manager is Not an Individual Contributor

\n

Transitioning to full-time management is tricky. Getting promoted to a managerial position often means you're in a brand new role, one that requires a skillset your prior role didn't necessarily prepare you to take on. All of a sudden, your entire job is to help someone else achieve their goals.

\n

Contrary to popular belief, a manager's job is not figuring out how to do the work for their team. A manager's responsibilities are to connect with individual contributors on their team, direct those teammates by telling them where the organization is going and why, clear any obstacles in their way, and give feedback to help them improve. Taken together, the goal is to get better outcomes from a group of individuals working together by enabling individuals to figure out the right how for them and their unique set of skills and abilities.

\n

If you've spent your entire career figuring out the \"how,\" giving that up to focus on team alignment can feel uncomfortable. The first step to improving productivity as a new manager is to recognize that discomfort, understand where it's coming from, and remember that your job is to help others achieve goals — not achieve them yourself.

\n

If you're feeling unproductive, take a critical look at your workload and discuss it with your boss. Is your day spent on tasks that distract from your core role of people management? In a perfect world, managers would spend the vast majority of their time coaching, directing, mentoring, and giving feedback. While it's sometimes necessary to take on non-coaching tasks to help out your team, doing too many projects yourself will split your focus and therefore reduce your productivity. No productivity \"hack\" will solve a focus issue — those are helpful, but only after your focus is appropriately balanced.

\n

Measure the Team's Entire Output

\n

Coaching is a wholly different skillset and requires a different set of goals. Your work isn't about you, it's about the people you're supporting. Your success is measured by the entire team, not by one person's performance.

\n

According to Andy Grove in High Output Management, a coach's output is equal to the output of their team and the output of neighboring organizations under their influence. Success looks like effective delegation, streamlined processes, and influencing direction with your unique knowledge. If decisions are delayed, projects are meddled with, or your team constantly feels frustrated, then there's room for improvement as a manager.

\n

Remember: your highest impact work is helping others meet their goals. If everything's going smoothly on your team, that means you're doing your job well. That's your goal: a happy, well-functioning team. The metrics that measure your performance as a manager should directly relate to how well your team is functioning.

\n

Once your focus is established and your goals are appropriate for your role, you're ready to tinker with systems and schedules to improve your productivity.

\n

Build the Right Management Systems

\n

Systems and processes are crucial for efficient management. Without automated systems for tracking your team, you will miss things. Sometimes, you'll miss important things. Automating aspects of people management like stand-ups/check ins and requests for feedback will help you catch small issues before they turn into big problems. A tool like Strety makes that process easy.

\n

Your system for performance management should incorporate:

\n

\n
• Collaborative meeting agendas to which your team contributes asynchronously
\n
• Customized goals with measurable success
\n
• Automatic check ins to understand how goals are progressing, what obstacles your team is facing, and how you can help
\n
• Feedback allowing you to praise in public and coach in private.
\n

\n

Strety users: Contact our success team for customized help using our employee engagement tools to build a system that works for you.

\n

 

\n

Schedule Your Day to Reduce Switching Costs

\n

Do you ever feel like you need to take a walk (or maybe a nap) after a meeting before you start another task? Switching between two different tasks is difficult—especially when those tasks don't relate to each other. If you try to work on something completely different after finishing a project without taking a break, your brain will resist.

\n

Managers who are responsible for individual contributor projects in addition to their coaching responsibilities will face switching costs all the time. People management requires a different headspace than heads-down work, and it's nearly impossible to multitask. Switching from one call to another is relatively easy, but trying to jump into a ticket escalation  right after a call can feel like an uphill battle.

\n

Pushing through switching costs might sound noble, but it isn't efficient. Instead, create a schedule that allows you to focus on one element of your job during a predetermined chunk of time.

\n

Some ideas to try:

\n

\n
• Block off \"meeting-free\" times in your calendar to focus on your heads-down work. If you're most productive in the mornings, ask your team not to schedule meetings or interrupt you with a non-urgent issue before 11am. Time blocking can be especially helpful if you're working remotely and a colleague can't physically see that you're in the middle of something.
\n
• Schedule all your meetings on certain days. A former colleague used to leave Mondays and Fridays completely open (no calls or meetings allowed) and met with his team Tuesday, Wednesday, and Thursday. The middle of his week was almost completely spent on Zoom, but he had two focused days a week to work on other things.
\n
• Create themes for your days. If you're working on a few big projects, make Project A your focus on Monday, Project B your focus on Wednesday, and Project C your focus on Friday. Tuesday and Thursday can be \"catchall\" days to work on whatever's needed.
\n

\n

Over to You

\n

If you're ready to up your leadership game with a continuous performance management system, contact Strety for a demo of our tool. We'll make it easy!

","topic_ids":[23667170488],"html_title":null,"rss_summary":"

What does a productive manager look like?

\n

Every company (heck, every team) has a slightly different answer to that question. Some measure a manager's productivity by their team's ability to meet deadlines, while others are focused on revenue from the projects a manager's team is working on.

\n

True productivity for any manager requires a mix of the right systems, the right goals, and the right schedule.

\n","campaign_utm":null,"post_summary":"

What does a productive manager look like?

\n

Every company (heck, every team) has a slightly different answer to that question. Some measure a manager's productivity by their team's ability to meet deadlines, while others are focused on revenue from the projects a manager's team is working on.

\n

True productivity for any manager requires a mix of the right systems, the right goals, and the right schedule.

\n","published_at":1599765419237,"campaign_name":null,"featured_image":"https://f.hubspotusercontent30.net/hubfs/5256430/Blog%20Images/22b.png","layout_sections":{},"published_by_id":9725277,"has_user_changes":true,"meta_description":"Meaningful productivity for any manager requires a mix of the right systems, the right goals, and the right schedule. Here's how to get there in 2020.","use_featured_image":true,"last_edit_update_id":null,"publish_immediately":true,"attached_stylesheets":[],"last_edit_session_id":null,"link_rel_canonical_url":null,"featured_image_alt_text":"Businessman","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE","enable_google_amp_output_override":false,"blog_publish_instant_email_task_uid":"DONE"}

{"tag_ids":[23667170488],"rss_body":"

2020 has brought on a seismic shift towards working from home (WFH) that has increasingly blurred the line between work and personal time for many of us. This presents a unique opportunity for both employers and employees to embrace the gray area and prioritize professional skill development.

\n

A 2018 Udemy Work Research Report shows us that 58% of respondent’s current employers DO NOT provide learning, development, and training opportunities. 42% of those same young professionals say career development opportunity is the MOST important factor in deciding where to work. Linkedin’s 2018 Workplace Learning Report backs that up in a big way revealing 94% of respondents would stay at a company longer if it invested in their career. The numbers don't lie, this is important to day's workforce.

\n

The #1 reason employees feel held back from learning is a lack of time. Looking at this from an employee’s perspective, I’d expect my employer to value me enough as an individual to show a vested interest in my professional growth. In today’s demanding, and now more distributed workplace, employees should not be expected to develop their skill-sets completely separate from their work. Learning needs to be incorporated and promoted through the workplace and within the scope of one's role & responsibilities.

\n

If you’re not focused on developing your talent you’re increasing the risk for sharp decline in organizational performance, engagement, and retention. For employers focussed on retaining the talent they have, your options are clear: make career development an active part of your manager-direct report relationships or lose them to companies who do.

\n

Here's what you can do to ensure you're doing your part:

\n

 

\n

How to Lead Career Development Initiatives

\n

1. Prioritize Professional Growth in One-on-One Meetings

\n

You have to know the individual career goals of every person on your team. Make this priority #1. Your one-on-one meetings are the perfect place to begin and carry-on this conversation thread.

\n

It’s equally important to get real answers, not the company-line. To facilitate honest insights, be authentic and proactively handle apprehension. Let your direct report know that it’s okay if their career goals don’t align with their current role or within the current structure of your organization, the focus is them and their development.

\n

If you’re able to solicit their honest goals and/or motivations, you’ll be in a much more informed position as a manager, allowing you greater opportunity to offer relevant learning and development opportunities. The benefit(s here and shared, extending beyond the individual and into team performance.

\n

2. Help to Identify Relevant Learning & Education Opportunities

\n

Opportunities for continued learning and skillset development will vary based on your industry, but it is a manager's responsibility to help an employee know what options are available. Linkedin shows 56% of employees would take a course suggested by their manager. Other examples to seek out and share:

\n

\n
• Online courses: Udemy, Coursera, Universities
\n
• Professional Training & Certification Programs
\n
• Conferences
\n
• Networking Events
\n
• Books & Blogs
\n
• Multimedia resources: videos, webinars, podcasts
\n

\n

Once opportunities are shared and the ball gets rolling, it’s a manager’s responsibility to hold employees accountable for pursuing any presented opportunities. 

\n

Strety Users: Use one of our 1:1 templates or set-up your own recurring Agenda Item around Learning & Development Opportunities so you can continually discuss any ongoing or upcoming opportunities with your direct report

\n

\n

 

\n

3. Share Your Professional Expertise

\n

We’re huge proponents of feedback, but unlike performance feedback, this is where you get to share your experiential feedback. Take what you know and use it to help your direct report towards their goals. 

\n

Perhaps you’re a CTO and your first-line tech wants to become a service manager within the next 3 years, that's awesome! Lay out the steps and skills they’ll need to accomplish that! Or maybe you’re Founder/CEO of your MSP and your report would like to start their own business one day? Give them a real look at what they can expect from the GRIND that is starting a business!

\n

Be candid in what you share and these conversations will help build trust that will carry-over into day-to-day operations.

\n

4. Expand Their Network

\n

Let me be clear, managers are busy people. It can be difficult to take time away from short and mid term organizational objectives to focus on long-term individual development.  While you, as a manager, need to be active in the development of your team, you don’t have to do it alone. 

\n

Leverage your established network within your field to make introductions with those in positions to offer additional mentorship. We recommend sourcing individuals from within and from outside your organization to create a more diverse and well-rounded feedback loop. 

\n

5. Promote Cross Departmental Collaboration

\n

People don’t know what they don’t know. Encourage your team to work beside and shadow other departments within your organization. Exposure may help them unearth new skills or interests they may have never otherwise pursued.

\n

Basecamp famously has everyone in the organization work with Support. It’s a huge part of their ethos. So much so that when it began to fail its intended purpose, rather than scrap it, they re-worked it and now it’s adding more value for their employees AND customers than ever before.

\n

Additionally, team members will gain more appreciation for their colleague’s work and the company will benefit from a more informed and well-rounded team 

\n

Lead and Manage

\n

The modern manager gets results - but they also lead. It’s become a prerequisite. Embrace your opportunity to help guide your team in their work and in their career. The time, effort, and energy you invest - the value you add - will make its way back to you and will make a world of different to them. Be that leader.

\n

 

","head_html":null,"post_body":"

2020 has brought on a seismic shift towards working from home (WFH) that has increasingly blurred the line between work and personal time for many of us. This presents a unique opportunity for both employers and employees to embrace the gray area and prioritize professional skill development.

\n

A 2018 Udemy Work Research Report shows us that 58% of respondent’s current employers DO NOT provide learning, development, and training opportunities. 42% of those same young professionals say career development opportunity is the MOST important factor in deciding where to work. Linkedin’s 2018 Workplace Learning Report backs that up in a big way revealing 94% of respondents would stay at a company longer if it invested in their career. The numbers don't lie, this is important to day's workforce.

\n

The #1 reason employees feel held back from learning is a lack of time. Looking at this from an employee’s perspective, I’d expect my employer to value me enough as an individual to show a vested interest in my professional growth. In today’s demanding, and now more distributed workplace, employees should not be expected to develop their skill-sets completely separate from their work. Learning needs to be incorporated and promoted through the workplace and within the scope of one's role & responsibilities.

\n

If you’re not focused on developing your talent you’re increasing the risk for sharp decline in organizational performance, engagement, and retention. For employers focussed on retaining the talent they have, your options are clear: make career development an active part of your manager-direct report relationships or lose them to companies who do.

\n

Here's what you can do to ensure you're doing your part:

\n

 

\n

How to Lead Career Development Initiatives

\n

1. Prioritize Professional Growth in One-on-One Meetings

\n

You have to know the individual career goals of every person on your team. Make this priority #1. Your one-on-one meetings are the perfect place to begin and carry-on this conversation thread.

\n

It’s equally important to get real answers, not the company-line. To facilitate honest insights, be authentic and proactively handle apprehension. Let your direct report know that it’s okay if their career goals don’t align with their current role or within the current structure of your organization, the focus is them and their development.

\n

If you’re able to solicit their honest goals and/or motivations, you’ll be in a much more informed position as a manager, allowing you greater opportunity to offer relevant learning and development opportunities. The benefit(s here and shared, extending beyond the individual and into team performance.

\n

2. Help to Identify Relevant Learning & Education Opportunities

\n

Opportunities for continued learning and skillset development will vary based on your industry, but it is a manager's responsibility to help an employee know what options are available. Linkedin shows 56% of employees would take a course suggested by their manager. Other examples to seek out and share:

\n

\n
• Online courses: Udemy, Coursera, Universities
\n
• Professional Training & Certification Programs
\n
• Conferences
\n
• Networking Events
\n
• Books & Blogs
\n
• Multimedia resources: videos, webinars, podcasts
\n

\n

Once opportunities are shared and the ball gets rolling, it’s a manager’s responsibility to hold employees accountable for pursuing any presented opportunities. 

\n

Strety Users: Use one of our 1:1 templates or set-up your own recurring Agenda Item around Learning & Development Opportunities so you can continually discuss any ongoing or upcoming opportunities with your direct report

\n

\n

 

\n

3. Share Your Professional Expertise

\n

We’re huge proponents of feedback, but unlike performance feedback, this is where you get to share your experiential feedback. Take what you know and use it to help your direct report towards their goals. 

\n

Perhaps you’re a CTO and your first-line tech wants to become a service manager within the next 3 years, that's awesome! Lay out the steps and skills they’ll need to accomplish that! Or maybe you’re Founder/CEO of your MSP and your report would like to start their own business one day? Give them a real look at what they can expect from the GRIND that is starting a business!

\n

Be candid in what you share and these conversations will help build trust that will carry-over into day-to-day operations.

\n

4. Expand Their Network

\n

Let me be clear, managers are busy people. It can be difficult to take time away from short and mid term organizational objectives to focus on long-term individual development.  While you, as a manager, need to be active in the development of your team, you don’t have to do it alone. 

\n

Leverage your established network within your field to make introductions with those in positions to offer additional mentorship. We recommend sourcing individuals from within and from outside your organization to create a more diverse and well-rounded feedback loop. 

\n

5. Promote Cross Departmental Collaboration

\n

People don’t know what they don’t know. Encourage your team to work beside and shadow other departments within your organization. Exposure may help them unearth new skills or interests they may have never otherwise pursued.

\n

Basecamp famously has everyone in the organization work with Support. It’s a huge part of their ethos. So much so that when it began to fail its intended purpose, rather than scrap it, they re-worked it and now it’s adding more value for their employees AND customers than ever before.

\n

Additionally, team members will gain more appreciation for their colleague’s work and the company will benefit from a more informed and well-rounded team 

\n

Lead and Manage

\n

The modern manager gets results - but they also lead. It’s become a prerequisite. Embrace your opportunity to help guide your team in their work and in their career. The time, effort, and energy you invest - the value you add - will make its way back to you and will make a world of different to them. Be that leader.

\n

 

","topic_ids":[23667170488],"html_title":null,"rss_summary":"

2020 has brought on a seismic shift towards working from home (WFH) that has increasingly blurred the line between work and personal time for many of us. This presents a unique opportunity for both employers and employees to embrace the gray area and prioritize professional skill development.

\n","campaign_utm":"Management%20Tips%20%26%20Skills","post_summary":"

2020 has brought on a seismic shift towards working from home (WFH) that has increasingly blurred the line between work and personal time for many of us. This presents a unique opportunity for both employers and employees to embrace the gray area and prioritize professional skill development.

\n","published_at":1598460343862,"campaign_name":"Management Tips & Skills","featured_image":"https://f.hubspotusercontent30.net/hubfs/5256430/21b.png","layout_sections":{},"published_by_id":9725277,"has_user_changes":true,"meta_description":"The best managers lead career development conversations with their team. Here are 5 ways you can help your team grow under your tutelage ","use_featured_image":true,"last_edit_update_id":null,"publish_immediately":true,"attached_stylesheets":[],"last_edit_session_id":null,"link_rel_canonical_url":null,"featured_image_alt_text":"Tips for Managers","blog_post_schedule_task_uid":null,"blog_publish_to_social_media_task":"DONE","enable_google_amp_output_override":false,"blog_publish_instant_email_task_uid":"DONE"}