On-the-job Success

An article in the New York Times slams 360 reviews for being “cruel” and counterproductive. The author describes 360s as being too often the conduit for mean-spirited attacks, not founded on substance, and reflecting an absence of constructive criticism. I actually agree with the article’s point of view for the types of 360s described. Yet I find 360s to be incredibly helpful to clients if conducted the right way.More

Bringing a leadership mindset to your job (a compelling vision that you can influence others to support), no matter what your level, is a key to helping you stand out and move up (or stay employed) in an organization. Recent client experiences have once again reinforced this point for me. In this first of a two part blog entry, I’ll share with you how an executive-level client’s leadership mindset was key to her early success in a new job. In Part 2, I’ll share with you how a client on one of the lower rungs of the corporate ladder was able to achieve success by demonstrating leadership.More

When we need someone’s help or cooperation, most of us will adapt our style to the audience and environment.  For example, we might communicate differently with a colleague depending on their level of motivation, or whether there’s a severe time crunch or not. While you want to keep that same flexibility when managing staff, default to an influencing and delegating leadership style unless there’s a good reason not to. Here’s why:More

This post first appeared on the Five O’Clock Club’s website
Performance reviews are widely used in organizations, yet are implemented inconsistently and are often controversial: Do they work? What’s the best way to implement them? Don’t unfair grudges or favoritism, or other forms of bias, fatally compromise them? I’ll begin to share with you a few thoughts on each of these questions in this first of a two part blog post.More