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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There was a hard call to be made. And Jeff made it. That's not abnormal. Jeff makes a lot of hard calls. He has trained his whole life for just this moment. And this one just went very badly.
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The longer you're in a culture of niceness and side-channels and things left unsaid, the more you have to wonder about the conversations happening out of earshot.
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"Don't worry, we have a slackbot that does weekly micro-learning prompts on how to use the brakes" is a transparently bad idea.
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You're just reminding them that it's a fair expectation that they would try to resolve it directly.
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The path to better succession planning starts with taking a moment to reflect.
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There's a difference between surviving and thriving.
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You can feel lucky to have a job and still want your work to have reasonable hours, pay equity, and the flexibility to deal with family matters on a Wednesday afternoon.
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"How do I set goals without a strategy?" Or "How do I get my team working on the right things, when no one has told me what the right things are?"
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Policy can be a tool for that care when it's built thoughtfully, and when it evolves with the needs of your people.
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The important decisions you'll make as a boss — or a human — need to be made in the midst of very loud and poorly-timed chaos.
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A great performance review is not an evaluation conversation, it's an alignment conversation.
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Either, we're running as fast as we can toward clear targets. Or we're running as fast as we can without clear targets.
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Yours can be a team where people's humanity has space to coexist with, and even outrank, their productivity. It's worth building that. We're all going to need it.
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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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The opportunity in July (or whenever your mid-year review period lands) is to go back to the whole point of the exercise.
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You can't live in hypervigilance. Well, let's rephrase that. You can, it's possible. But it's unpleasant to be around someone who has stayed in that state for too long.
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