The biggest deliberate mindset shift should be to move from individual performance and recognition to that of the team. And being humble to learn from other great managers will help.
ARTICLES
Corporate journey is a mixed bag of highs and lows. To be successful in this challenging and ruthless work environment, one needs to continuously build superior competencies, be result-oriented, and champion people connections in the organisation.
Managing up, down, and across involves ongoing, tailored communication and relationship-building strategies that foster alignment, trust, and collaboration, ultimately leading to project success.
Every organization has some 'wise men' at different levels. Also, some of the oldest employees. Pick their brains. Humility, curiosity, and respect are your best calling cards, especially in the beginning.
Aim to be firm on principles like respect, transparency, and ownership, but flexible in how you get there. Don't try to be everyone's best friend, but do strive to be the kind of leader people feel safe with and motivated by.
The new managers should share their working style and expectations, while also understanding others' preferences and seeking feedback with an open mind.
To be honest, there is no one. Not the CEO, not the leadership, not the board, who can get away by not focusing on your own personal growth and development.
When these options were pilot tested with the group of psychologists, the findings were interesting. The respondents seemed to indicate that there are always highest choices and what varies are inclinations and instruments.
Performance reviews leave HR professionals in need of therapy. The time-honoured method of constructive feedback-praise, critique, praise is lost on Gen Z.
When HR leads with sincerity and visibility, IR does not have to resort to protest. Let us lead workplaces where the question is not how do we manage unrest, but how do we make unrest unnecessary? Let our presence on the shop floor speak louder than any policy we draft.
