Attaching the word performance to something doesn't automatically make it a good idea. In fact, most of the time when we see performance initiatives announced, they have the opposite of their stated intent.
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A lot of stuff lives in the "about work and not about work at the same time" bucket. Turns out that organizing humans around complex tasks is messy.
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The number one rule of leadership development is that there’s no growth without reflection. So come sit a spell and let’s reflect. How’s that two-shapes-of-humans theory actually playing out?
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We have been to a lot of corporate all-hands, gatherings, conferences, and un-conferences. Some of them have been incredibly well-run. Some of them have been a rolling shit-show. But holy shit what if you did this?
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There is some design work to do if we want to build new connections, and rebuild the ones we miss.
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There's a difference between surviving and thriving.
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You can't outsource interpersonal connection to the interns, and your team can't outsource it to you.
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If we want to understand the nagging sense, the underlying frustration, the thing that's screaming in blinky red lights. We're gonna have to say it out loud.
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Sometimes humans really do need a reality check, that's fair. But if you're going to reality check someone, we suggest starting with the manager in the mirror.
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One of the best, most leveraged, most impactful things you can do as a leader is to grow new, excellent leaders.
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When we talk with bosses about their work today, we don't hear about commutes. We don't hear about summer hours, or four-day-work-weeks, either.
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