Mind of Bigyellow

 https://hbr.org/2014/10/what-to-do-after-a-bad-performance-review Reflect before you react  it’s important to “hold your emotions in check,” Look for your blind spots try to seek out those who will be candid with you instead of telling you that the input isn’t true. “making it clear you are interested in honesty, not consolation,”  Ask questions Be careful with your tone: You don’t want to appear as if you’re challenging the review.”   Make it clear you want concrete examples of what you should be doing differently. Make a performance plan The purpose of feedback is to help you improve in your job, and that requires a detailed plan of action. That may involve learning new skills, reprioritizing your tasks, or reevaluating how you come across to colleagues. Agree with your manager on what you need to do to make changes. “Give yourself thirty days or sixty days to experiment with trying to do a couple of things differently,” Give yourself a second score “You coul...

 

https://youtu.be/-W4_I4nX2uI *  Don't label the feeling, and behavior,  * Try to focus what the person really try to say.  give a chance to let them to say directly ,  not focus on their behaviour * Do not take bait * Get the support from the team.  

 https://leadershipfreak.blog/2022/06/03/5-ways-to-build-the-team-you-want/ " Brings up tough issues; has conflict and resolves it"  " If you want to build the team,  dedicate time to building . You can’t build a team when you’re buried in day-to-day execution."  "#4. Stop helping competent people. Overhelpfulness creates weakness in others and frustration for you."

 文章一 Tweet Post Share Save Buy Copies Print What if you upgraded your IT network to a new operating system that promised faster, better and leaner results — only to find that the vast majority of your leaders did not have the necessary competencies to use that new system? At Hay Group,  our research  suggests that many companies are now stuck in that metaphorical boat. Determined to get closer to their customers and become more agile and innovative, global organizations like IBM and GE are embracing  the matrix organizational model . But, the transition to this new model has not been all smooth sailing. In matrix organizations, leaders suddenly find themselves having to master the challenges of managing cross-divisional, international teams over whom they have little formal authority. Not surprisingly, the skills required to effectively navigate the matrix are different than those needed to succeed in the old, hierarchical organizational model. Leaders who lack these...

文章一： One of your direct reports wants more money. He says he’s underpaid. Or he thinks he’s doing work above his current title. Whether or not you hold the purse strings for your team or organization, this is a tough situation for managers. How should you respond? What the Experts Say No matter who’s making the request, your star performer or an average one, you’re likely to feel taken aback or annoyed at being put in this position. Most managers do, says Dick Grote, performance management consultant and author of  How to Be Good at Performance Appraisals . That’s because compensation is rarely a straightforward issue, says Karen Dillon, author of the  HBR Guide to Office Politics . “As a manager, you’re starting with an impressionist painting of how people are paid and whether it’s fair,” she says. “Also, it’s rare that giving the raise is entirely up to you — and there are a hundred things you have to account for. With a decision like this, there are always ripple effec...