Latest news with #managers
Forbes
2 days ago
- Business
- Forbes
4 Topics to Bring Up in Your Mid-Year Review
4 Things To Discuss In Your Mid-Year Review Mid-year performance review season is coming up, and yes, it can feel a little nerve-wracking. But it's also a great chance to take stock, refocus, and revitalize your goals for the rest of the year. Whether you're a manager leading the conversation or an employee prepping for your one-on-one, knowing what to focus on can help things go a lot more smoothly. Here are four key things to bring to the table in your mid-year review. A performance review is the perfect opportunity to sell yourself and talk about the successes you've had over the past six months. Your manager probably doesn't see everything you do day to day, so this is your chance to shine a light on the goals you've achieved, the projects you've completed, and the kudos you've received from clients or teammates. Come prepared with examples. Bring a quick rundown of completed goals and projects. Mention any positive feedback you've gotten from coworkers. Even a short Slack message or email saying 'great work' can go a long way. Save them or take a screenshot. These little shoutouts speak volumes. Your victories can also be linked to the overall objectives of your team or organization. Make sure people can see how your project contributed to a bigger goal, improved a critical metric, or fixed a workflow problem. It proves you're not only doing great work, but work that matters. If you've been working on a particular skill, describe the progress you've made. This is a good opportunity to reflect on your professional development and share what you've learned since your last performance evaluation. You can also talk about where you want to improve. Avoid sounding like you've already got everything figured out. Instead, show that you're aware of the areas you're still working on. This doesn't take away from your successes and shows maturity, self-awareness, and a real desire to grow. If you've struggled with a specific task or skill, share what you took away from the experience. Talk about the steps you're taking to improve. For example, maybe you had trouble managing your time under tight deadlines. You could ask for clearer expectations, try a new scheduling system, or even take a time management class. The point is, it's not a flaw—it's part of the process. Your boss may come into the meeting prepared to tell you about their plans, but they might also ask you to steer the conversation and share your priorities. That's why it's important to have a few well-defined professional objectives in mind before you go in, whether it's to lead a project, advance in your career, or become an expert in a particular field. Where do you see yourself in three, six, nine, or twelve months? Start by making some SMART goals. Then, ask your manager if those goals align with theirs. Aligning your objectives with both personal and company goals isn't just a good idea: Gartner research shows it can boost performance by up to 22%. And if you want those goals to stick, write them down and share them. A study conducted by Dr. Gail Matthews, a psychology professor, found that a whopping 76% of participants who documented their goals, made plans to achieve them, and kept a friend updated on their progress actually succeeded. After setting a general direction, it's time to get more specific. Do you want an increase? Make the request. Are you considering a new role? Say it. Just make sure you have a clear reason to support what you're asking for. Plus, now is a good time to bring up any issues you've been having with your role, such as feeling stuck, confused, or frustrated; just make sure to frame it as a suggestion for improvement rather than a complaint. Mid-year reviews are one of the best times to both give and receive feedback. In an ideal world, your manager would naturally acknowledge your efforts and achievements. But if that doesn't happen (or if you want more targeted input), it's totally okay to open up the conversation yourself. Asking for feedback not only helps you grow in your current role, but it can also strengthen your position for future opportunities. At the same time, feedback isn't a one-way street. A healthy, productive work environment depends on employees feeling empowered to share feedback with their managers, too. In fact, a study by Salesforce revealed that people are 4.6 times more likely to give their best when they know their voice matters. Before you give your manager feedback, make sure you're well-prepared. Take some time to think about your goals in providing feedback and why you feel compelled to do so. Whatever your goal—better communication, conflict resolution, or praising your manager for a job well done—be clear. You could say something like, 'I've noticed X happening on the team, and I think we could try Y to improve how we work.' Once you're clear on your message, back it up with specifics. That context helps your feedback land. For example, if you've felt a gap in communication, be ready to share moments where that led to confusion or setbacks. From there, work together to figure out how you can support each other moving forward. If the subject seems particularly delicate, time-consuming, or private, you can suggest a separate discussion. Bonus tip: Be honest without giving the impression that you're leaving; this will help avoid misunderstandings. Stay focused on your current role and what you want to accomplish, even if your long-term goals take you in a different direction. To get the most out of your mid-year review, it's important to put in the time to prepare. With the right attitude and focus, the conversation will leave you feeling better, more aligned, and ready for what's next. You've got this!
Forbes
3 days ago
- Business
- Forbes
Business Leadership Development In An Uncertain Economy
Identify key risks to the business. Business leaders know the future is uncertain. The sharpest ones sketch out contingency plans for the things that could go wrong at the company. They could be external changes, such as recession, technological change, different social attitudes, new regulations, or upstart competitors. Some of the risks are internal: a critical machine goes down, the sales manager quits, or a supplier cannot deliver. The good business leader also knows that luck happens. Some external change could help the company, and the internal operations could click like they never have before. With inherent uncertainty, the business leader sketches out contingency plans for both downside risks and upside opportunities. The leader probably thinks about contingencies in the shower, in the car and listening to a boring report. But it's not enough for the top executive to think through possibilities, unless it's a one-person organization. The other people at the company, who will implement the various contingency plans, need to participate in the exercise. The best way to start is to ask the key managers. Ask them what the risks and opportunities will be. When the boss brings up a subject, like the possibility of recession, subordinates will simply nod their hods. But if the leader asks each manager to come to the meeting with a list of risks and opportunities, they need to stop and think for themselves. The team can sort through the various issues and prioritize them. The next step is to sketch out a contingency plan for each uncertainty. 'Sketch' is the key concept. Detailed plans such as would go into a three-ring binder will likely be out of date by the time the issue comes to pass. And many risks never occur, so too much time spent planning will be wasteful. However, sketching out contingency plans for risks and opportunities provides two key advantages for the business. First, plans developed in advance will be implemented more quickly. That can make all the difference in the world. Executives at companies that go bankrupt are rarely surprised. They usually see their problems developing, but delay taking action. Developing a contingency plan ahead of time really helps. The second benefit to contingency plans comes from the relaxed atmosphere in which they are created. Recessions, for example, trigger great fear and panic. Decisions usually are not best when made in a highly emotional state of mind. But when people can kick around an idea in a relaxed atmosphere, they can prioritize the business's long-term goals and corporate values. The managers who will be charged with implementing the contingency plans must own them. First, they should not be surprised. The top leader should not pull out a secret plan and direct the subordinate to implement it. Second, the managers have to believe in the plan. After involving them in contingency plan development, they may not concur with every element, but they will have seen how the plan was developed and the reasons for the tradeoffs chosen. The managers responsible for portions of the continency plan will be able to communicate with rank and file employees the basis for the plan: why it was developed and what values it tries to maintain. That will help employees better execute the plan. Similarly, when the company's suppliers and customers are impacted by the contingency plan, their company contacts will be able to communicate the reasons for the plan. When the day comes to implement a contingency plan, the one sheet of paper must be dusted off and reviewed. Some important aspects of the business may have changed, and the person who will implement the plan needs the opportunity to tell the CEO in what way the plan is obsolete. Usually just a quick adjustment is needed, but occasionally a major revision will be called for. Like any business plan, it will not work out exactly as envisioned. The department manager who must execute the plan will—hopefully—see the change that is needed. Importantly, that manager will understand the goals of the plan, including maintaining the company's vision and values. Modifying a plan goes more smoothly when the foundations of the plan are well understood. After the contingency plan has been executed, it's time to celebrate—and evaluate what was learned. That provides a natural basis for developing the next set of contingency plans.
Fast Company
5 days ago
- General
- Fast Company
Your team under fire? Here are 3 ways to approach it with care
When your team is criticized, how you respond can make all the difference. As a leader, it's no secret that you need to support your team and stand up for them. However, many managers still stay silent when their peers, or their own superiors, criticize a person on their team in meetings. At the same time, some managers may hesitate or feel uncertain about how to defend their team. But if you, as the direct manager, won't oppose arguments about your team, who will? Here are three practical ways to go about your next conversation when your team's work ethic is questioned. RESPOND, DON'T REACT I know you might feel protective of your team, but don't be too quick to defend them without knowing the full story. There are two things to keep in mind in your response when you face situations like this. First, your team member's reputation within your peer group takes a hit, which could impact their future opportunities. Second, the person is unaware of what happened since they weren't in the room. When you react haphazardly, you risk undermining your own leadership and making the situation worse. Assess the situation first and never, ever jump to conclusions. Great leaders have sound emotional control. Remind yourself that you're not expected to solve the problem right there and then, and you shouldn't feel pressured to do so. Listen to the entire feedback, even if it feels unfair or incomplete, and stay calm. At the same time, it's not good to hear criticisms and just be completely silent. Make them feel heard and ask questions that uncover context. Create space for dialogue and gather the full story. Here's how you can open the conversation: 'Thanks for sharing that with me. I wasn't aware of the situation, but I appreciate you bringing it up. I'd like to better understand what happened—can you walk me through exactly what was said or done, and how it came across in the room?' (Listen, then follow with:) 'That's helpful context. I'll speak with [team member] privately to hear their side as well and see what might have contributed to the misunderstanding. If needed, I'll circle back with you so we can figure out how to move forward together.' INVESTIGATE BEFORE YOU DEFEND Now that you know the side of your peers or superiors, it's time to do your due diligence before deciding on anything. Be the one to initiate an investigation. Give as much time to hearing out your team members the same way you did the other party. Focus on gathering facts rather than lecturing your team. Ask questions that clearly tell you what happened, what they were trying to do, and how they think it came across. You're only there to understand, not point fingers. As today's generation says,'We listen, and we don't judge.' You should also check in with everyone involved, as they can help fill in the gaps, confirm details, and uncover different perspectives. After all this, you can make your observations. It could be a simple misunderstanding, an error in communication, or even just complete negligence, but whether you need to offer feedback, provide coaching, or clear up a misconception, your response will carry more weight because it's grounded in fairness and facts. By handling things fairly and taking the time to hear everyone out, you earn respect as a leader who doesn't take sides but just focuses on understanding the issue and finding the right solution. BE CONSISTENT IN PUBLIC AND PRIVATE Your team shouldn't question where you stand. If you stay supportive behind closed doors but stay silent in meetings, it sends mixed signals. Real leadership is about showing up the same way—whether your team is in the room or not. Consistency builds trust. It tells your team that you have their back, not just when it's convenient, but when it counts. If something needs to be addressed, do it directly and constructively. But if the situation calls for clarity or defense, don't hold back either. They're not looking for blind loyalty—they're looking for fairness that doesn't waver depending on the audience. YOU SEE WHAT OTHERS DON'T—SPEAK TO THAT As their manager, you have a front-row seat to their growth, challenges and everyday effort. When criticism arises, you can offer what others can't: the full picture. Bring in context your peers or superiors might not know—what the person was trying to achieve, the constraints they were working within or improvements they've made recently. This doesn't excuse poor performance, but it adds depth to the conversation. You might say: 'I understand the concern. I'd like to share what I've observed from my end because there's more to the story.' When you offer that kind of perspective, you help people make better decisions. And your team learns that you won't just sit quietly while others form opinions without the full view.
Forbes
6 days ago
- Business
- Forbes
Why Coaching Works Better Than $15K Training Courses
Coaching for Business Success Most people think coaching: They're wrong. Yet most avoid it because of price tags and time concerns. Instead, companies choose to shove everyone into a room for a day of training and label this organizational development. Of course, they're shocked when they see little change in terms of improvement in the people skills of their managers. Training courses or mandatory online learning may have short-term effects but seldom lead to lasting change. These programs often: If you're looking for long-term behavioral changes and support for leaders handling high-stakes, confidential, or specialized situations, then a private external coach is the way to go. Companies considering coaching often put off hiring a coach with the hopes that a manager will grow into their position and will miraculously acquire the skills needed to be an effective leader. This is a huge mistake that can be quite costly. Here's why. Ineffective leadership results in: The question isn't "Can you afford coaching?" but "Can you afford to go without it?" It's not uncommon for companies to say their people are too busy for coaching. But consider this. A good coach can help leaders free up a considerable amount of time. Coaching done right doesn't require a huge time commitment. No matter what route you choose, there must be an ROI. Here's how to calculate whether your investment will pay off: Example: 10% reduction in turnover × 100 employees × $10,000 saved per employee = $1,000,000 saved annually. Skip the $15k course. Find a coach who focuses on results, not hours. Implement immediately. Measure obsessively. The best coaching doesn't cost you—it pays for itself, time and time again.
The Guardian
7 days ago
- Business
- The Guardian
Thames Water must be held to account
So creditors wishing to take over Thames Water want the company and its senior management to be granted clemency from rules on sewage spills and environmental protection (Bidders demand Thames Water granted immunity over environmental crimes, 7 June). The rights of investors, it would seem, should prevail over the rights of communities to a clean environment. It is the failure of rigorously enforced regulation that led to the mismanagement of Thames Water, with loans being used to increase shareholder dividends and bloated bonuses for incompetent managers. In many countries the law can now be used to confiscate private assets gained from immoral activities, such as drug-running and prostitution. There is no reason why those who accrue wealth through the degradation of the natural environment should be treated any differently. Far from granting immunity from prosecution, the government should tighten the law to enable the criminal prosecution of the managers responsible and the repayment of shareholder dividends awarded by an underperforming business. Such a move would enable financial markets to promote good corporate governance and environmental sustainability. After all, financial investors and shareholders want profitable businesses that provide them with financial returns. If investors knew that they could lose their investment and dividends by investing in a company such as Thames Water, they would soon look to invest in more ethically run businesses. The government should now initiate legal proceedings to seize the assets of those managers who enriched themselves by creating a debt-laden, high-polluting water company. The proceeds should be invested in water infrastructure and environmental clean-ups. And Thames Water should be taken into public ownership and its assets auctioned off. Only socially responsible investors need HumphreysEmeritus professor of environmental policy, Open University Have an opinion on anything you've read in the Guardian today? Please email us your letter and it will be considered for publication in our letters section.
