FieldNotes
Our daily Field Notes email is just the kind of jumpstart you need. A fast read. Maybe less than a minute. Because sometimes it just takes one insight to change the trajectory of the day.
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Be Reluctant to Offer Delicate Feedback
Getting others to ask for feedback that will likely sting seems like an impossible task. This is especially true when the person in question is unaware of the criticism, or when the information will be viewed as delicate or sensitive. Letting team members know we have important feedback but are reluctant to share it is…
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What Relationships Do I Need to Invest In?
Leaders like to think they intuitively know what issues are most important to focus on to improve their effectiveness. Critical relationships are often missing from this list. Knowing what relationships to invest in more heavily is a leg up towards making the team more effective. The quality of a leader’s relationships is an unequaled measure…
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The Affirmative Reprimand
An Affirmative Reprimand makes it clear the infraction was a serious misstep, but also creates an expectation that the error in judgment will not occur in the future. When a team member feels supported by the prediction of a better future, they hear the reprimand as a line in the sand they dare not cross…
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If You Need an Answer Right Now, the Answer Is “No”
As the Greek playwright Sophocles warned, “Quick decisions are unsafe decisions.” In reality, it’s not the fast decision that is the real problem. Instead, it is the request for an immediate decision that creates the resistance.
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The Fear of Missing Out
Leaders who feel overwhelmed and less effective than they should be often suffer from FOMO—the fear of missing out. The idea of missing out on an opportunity or experience others are enjoying becomes a fixation and a distraction for those under water. Instead of prioritizing existing projects and tasks, they double down and take on…
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Should Leaders Seek Certainty or Clarity?
Should Leaders Seek Certainty or Clarity? When leaders believe they can know the outcome of a decision with absolute certainty, they ride a false sense of security. Despite the fact that achieving certainty about a decision result is nearly impossible, leaders often set their sights on this lofty goal.
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A Tyranny of Niceness
A Tyranny of Niceness. Some leaders and team cultures will go to great lengths to avoid candid feedback and honest conversations about performance. With time, team members learn that being nice is rewarded far more than being frank.
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Evaluating Talent on a Bell Curve Has Always Been a Bad Idea
Evaluating Talent on a Bell Curve Has Always Been a Bad Idea.
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Credibility Depends on a Consistent Style
Credibility Depends on a Consistent Style. Consistency is one of the cornerstones of leadership credibility. We confer the highest credibility on those leaders who behave consistently and adhere to the same set of values and principles.
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Never Admonish the Entire Team
Leaders get frustrated like everyone else. When a team underperforms and engages in lazy or petty behavior, leaders will sometimes forcefully remind team members to buckle down and straighten up. On occasion, when disappointment boils over, a leader can offer the entire team candid words or feedback through an email or lecture. As a rule,