“Work Happy” by Jill Geisler: Part Two

  1. Management is about authority, and leadership is about influence.
  2. The ability to accurately perceive your own and other’s emotions; to understand the signals that emotions send about relationships; and to manage your own and other’s emotions.
  3. Hold yourself accountable for you own improvement and actively work on it.
  4. Do you go out of your way to make meaningful connections, and to encourage your employees to do the same? How’s your “balance of trade” with people in other departments, doing other jobs?
  5. Experiencing and expressing positive emotions and moods tend to enhance performance at individual, group, and organizational levels. They found that emotion has an impact on performance, decision-making, turnover, pro-social behavior, negotiation, conflict resolution, group dynamics, and leadership.
  6. He takes an active role in finding solutions to issues as they arise. He is upbeat and his energy easily spread to those around him. I feel better and more confident about my job knowing he is at the helm.
  7. A leader may share a vision for a goal and intentionally leave some details open so followers can help design the road map for success.
  8. In a culture of closure, people leave meetings understanding what was decided, what the next steps will be, who’s doing what, and by what deadlines.
  9. Email is an effective tool for exchanging information but inferior to face-to-face interaction. Use it for positive purposes like transferring knowledge, updating, connecting, and celebrating. Don’t spam people or send incomplete messages that require more correspondence to clear them up.
  10. Delegate projects and duties that help staffers raise their profile in the organization. Great bosses use delegation to help employees build both their skills and their reputations. Share the spotlight. When they look good, you look good.
  11. When you want good people to learn and grow, delegate—but provide them sufficient information and authority so they’ll succeed.
  12. If you’re serious about getting something accomplished, schedule it.
  13. Great bosses know that the most important thing they do is help employees succeed.
  14. Great bosses don’t motivate employees—they help employees motivate themselves.
  15. Managers don’t invent motivation for every employee. They find out what already exists in their heads and hearts, and fuel it.
  16. “I need more than this to be happy at work.”
  17. To be happy at work:
    1. Competence: I get enjoyment from doing things I’m good at.
    2. Autonomy: I like to have a choice and a voice in what I do.
    3. Purpose: I’m proud of having an impact and making a difference.
    4. Growth: I like moving forward—becoming smarter, better, and more accomplished.
  18. We want to do more of what we’re good at because it makes us happy.
  19. You share information. Whenever possible, you get staff input on decisions that affect them. You look for opportunities to give people more choice in designing their work, not less. You give them attention and support but you don’t micromanage. Your fingerprints aren’t all over their work.
  20. Hire good people and get out of their way.
  21. What does performance management mean?:
    1. You’re constantly focused on the quality of your products and your personnel.
    2. You hold people accountable.
    3. You protect against backsliding and complacency.
    4. You help good employees get even better.
  22. The best feedback is the following:
    1. Intentional: It’s a priority and you commit to it.
    2. On Going: You never miss an opportunity.
    3. Specific: It’s clear and detailed.
    4. Focused on behavior: Because behavior is measurable.
    5. Well-timed: Sooner rather than later.
    6. Tailored to the individual: You can’t treat everyone the same.
    7. About listening as well as talking: Listening sends a message that you matter.
    8. Delivered by a credible person.
  23. The Feedback Toolkit:
    1. Positive Feedback:
      1. Information (updates or good news)
      2. Reinforcement
      3. Appreciation
    2. Encouragement
    3. Praise
    4. Celebration
    5. Negative Feedback:
      1. Information (no news or bad news)
      2. Clarification
      3. Concern
      4. Correction
      5. Intervention
      6. Sanction
  1. To power up your praise, think specific, sincere, and soon:
    1. Specific: provide an example.
    2. Sincere: Mean what you say. If everything you praise is “awesome” and everyone ho does things right is a “superstar” you might get a reputation for being disingenuous.
    3. Soon: Praise works best when it comes in close proximity to the action that earned it. The recipients see that you made a special effort to enhance the moment with a good word.
  2. You need to get better at delivering negative feedback:
    1. Describe the behavior.
    2. Explain its impact.
    3. State the change you expect.
    4. Discuss the part you’ll play in helping the person improve.
    5. Include a reality check about potential consequences of failure.
  3. Whether in praise or criticism, details provide credibility.
  4. Teaching people how to make their own good decisions, instead of just telling them what to do.
  5. Top Ten Coaching Questions:
    1. How can I help you?
    2. What’s the worst that could happen?
    3. Can you tell me more about how you know this?
    4. What does this person do well?
    5. Knowing what you know now, would you hire this person today?
    6. Who else has a stake in this?
    7. Who could be your allies in this?
    8. What happens if you do nothing?
    9. What is success going to look like?
    10. What are your next steps?

Work Happy: What Great Bosses Know

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