After encouraging a group of leaders to address the emotions on their team, I was asked this week if managers are now expected to be therapists for their employees. Here’s my answer, and a step-by-step guide to managing through an emotional outburst.
There is a good way to apologize and there are many, many bad ways. This week, I provide the formula for a good apology, one that increases trust and confidence. And for fun, I share a laundry list of bad apologies, some of which you might have heard from your own colleagues over the years.
Are you smart, logical, armed with compelling evidence to support your case? Yeah, I thought so. Sadly, that’s not likely to do any good if you find yourself in a real argument with your colleagues. While facts are great for problem-solving, they’re of little use in conflict resolution. Read on to learn why facts don’t solve fights.
I had an epiphany last week about the source of so much frustration and resentment on teams. I’ve labeled the problem, “unseen work.” In this post, I describe what unseen work is and provide a quick exercise you can do to identify and address any problems with unseen work before they trigger resentment on your team.
What’s different about managing during a pandemic? It’s how much time and energy leaders need to invest in addressing the fear and emotions of their people. Here are a few reminders about how to keep emotions from hijacking your team.
Are you listening to the voice inside your head too much right now? Is your narrator a purveyor of fake news? Is it prone to brooding and resentment? This week’s goal is to express what we need more effectively.