Field notes
Field Notes
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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Senior leaders will remember the phrase, “Doesn’t get along with others,” from their formative school years. Citizenship, the ability to collaborate and get along, was once a mainstay of student evaluation.
Receiving a “Doesn’t get along with others” report suggested a child who was selfish, defensive, and socially aloof. Sadly, leaders could give the same evaluation to certain team members on occasion.
Some team members have yet to reach their full potential. Others have yet to embrace the standards of excellence held by the team. Some team members are just plain lazy. These team members need a push, something that will shake them up, capture their attention, and propel them forward. They require a simple question that carries a powerful punch: “Is this your best work?”
Standards define the ideal performance level and set the bar for when a work product can be described as “quality.” While codifying the standards for manufactured products is a well-established practice in all industries, clarifying the measurable requirements for excellence in processes, meetings, communication, analysis, writing, and personal conduct, among many other less tangible work expressions, is much messier.
Do you guide people to discover feedback or always give it to them directly? While many times, candid and direct feedback is the best call, self-discovery through audience projection is an essential option for good leaders. Sometimes letting insights land on their own is the superior leadership choice.
Talk People Out of a New Role Before Talking Them Into It
It’s not uncommon for even the most established and confident leaders to occasionally replay a critical conversation in their heads.
“Rerunning the tape” lets leaders analyze what transpired and consider alternative responses and statements that might be better next time.
Replaying conversations also allows leaders to increase their understanding and reduce their uncertainty about why the conversation turned out as it did.