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#PeopleManagement

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"Benchmarking" is often missing from performance or growth conversations in the workplace

And when we leave that out, a growth mindset approach can come across like gaslighting or moving goalposts: like Mario, we reach the end of a level only to be told that the princess is in another castle.

If we don't acknowledge that getting to that point means finishing a level beyond where we were before, it can be perceived as endlessly moving goalposts, rather than achieving another stage of growth and celebrating that before diving back in to work towards the next stage of growth.

#PeopleManagement #Growth #Performance #PerformanceManagement #PowerDynamics
managinginthemargins.com/bench

Managing in the Margins · Benchmarking and Performance Management - Managing in the MarginsVon Sarai Rosenberg

❗ There's still time to register for tomorrow's session of Unscripted...In Conversation with John Bourke 👉 bit.ly/4g21Kmg

"𝐏𝐞𝐨𝐩𝐥𝐞 𝐌𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 & 𝐈𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧 𝐄𝐱𝐜𝐞𝐥𝐥𝐞𝐧𝐜𝐞"
🗓 Tuesday, January 21
🕑 15:00 (Dublin) | 10:00 (NYC) | 16:00 (Berlin/Paris) | 19:00 (Dubai) | 20:30 (Delhi)

Antwortete im Thread

After the last few weeks discussing our re-org, I've asked, "Am I being challenged enough? Are folks sharing enough constructive feedback and pushing back against my ideas as I approach a decision?"

Clear response that, yes, I've been more than sufficiently challenged: That's how we got to a place of strongly positive feedback!

Sort of an obvious feedback loop to build psychological safety and encourage candid feedback is to welcome all perspectives and specifically invite contrary ideas or what isn't working well, and follow through by showing gratitude and appreciation for that input (not just in the moment, also by openly calling out appreciation later on)

Antwortete im Thread

Month 15 managing a new team

And then there were 2: I published our new team composition plan, splitting my single (large) team into two medium-sized teams — with shockingly positive feedback!

Yet another first-time management experience that goes swimmingly well as though I've done this before

Might be worth writing about my approach, since I didn't find what I wanted to read on org design in a single place and instead knit together advice from several leaders and various mediocre resources

TLDR, roughly:
1. Define motivation, goals, priorities, and factors to consider. Use human input and feedback, but don't do org design based directly on existing current team members.
2. Break down existing charter(s) into domains & subdomains, and map to products, services, responsibilities, tooling, etc — and the expertise required for each.
3. Refactor those domains, combine & re-sort, set some aside to consider dropping or handing-off (don't worry yet about whether or where).
4. Then draw the rest of the owl: examine which domains naturally go well together, which puzzle pieces can be set off to the side more flexibly, and identify which islands of pieces have stronger or weaker dotted lines connecting them to other islands.
5. Write out a few options. Write out each domain & subdomain line-by-line and explain tradeoffs of where it does or doesn't fit. Or try a matrix of whatever dimension fits your brain. Consider what amount of structure makes sense for the function you're building, the wider organization expecations & culture you're part of, etc. Some places expect super well defined lines, definitions, boundaries. Some teams can operate with a more general charter and focus on how teams collaborate and abstract away individual responsibilities or reporting structures.
6. Go back to the goals, priorities, and factors. Which options might have clear missions & coherent charters that humans want to be part of and lead? Think long-term about how this evolves over multiple years, anticipating future needs and changes, and avoiding a future reorg.
7. Start fitting the humans back into the picture.

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I had a great chat on a plane flight with a psychologist, who taught me about the idea of "pacing and leading" from Neuro Linguistic Programming, to calm someone who is dysregulated

He explained Tronick's "Still Face Mother" experiment — which is superficially obvious, but turning that into how we work with the humans around us is insightful for understanding and teaching why some approaches are effective for building influence without authority (e.g., active listening, mirroring, acknowledging needs, and validation)
#PeopleManagement
youtu.be/f1Jw0-LExyc