- wöchentlichErscheinungsrhythmus
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- 10. Aug.letzte Folge
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225. Strategic Thinking for Manager-Level Decisions
When you're an IC, you're making decisions about your work. When you're a manager, you're making decisions about other people: communicating priorities, allocating work, and maybe even conveying how work needs to get done, and by when. This
Bonus Friday: People Pleasing
Today we revisit Ep. 89: People Pleasing. As a new manager, you might feel a tendency to people-please flare up. It can get in the way by causing you to overwork (by having no boundaries), communicate poorly (by avoiding conversations or no
224. Empathy at Work
People are human. They have emotions. If you care how people feel, you might over-identify with their feelings (or how you think they will feel) -- and then try to manage their emotions with people-pleasing or avoidance. So today, we're goi
Bonus Friday: Managing People Who Are Older Than You
Remember: Title and Role are not the same thing. What if you're a new manager who is managing people who are older than you? Or has more experience than you do? That's the subject of Bonus Friday episode, which was first released as episode
223. Gen Z, the Pandemic, and Workplace Dynamics
Workplace dynamics are multifaceted. In this episode, what starts as a question about communication skills with Gen Z becomes a more layered look at different factors that might be in play. **After the Episode** Enroll in Communication Skil
Bonus Friday: Before You Start Managing
Today's Bonus Friday episode is about what you can do, before you start managing, that will prepare you for that role. Originally aired in 2022 as Episode 84, you'll get ideas you can use today that will develop your skills of observation,
222. Why new managers struggle to let go of IC work
Many managers struggle to let go of IC work. The thought might be, "It's easier if I just do it," or "It's faster if I do it -- plus, I know it will be done to my standards." If you'd rather do it yourself instead of explaining what needs t
Bonus Friday: Identify the Real Problem
Being a manager means dealing with emotions: yours, your team, even your boss(es). Today's Bonus Friday reaches into the archives for another look at this topic: Identify the Real Problem. When emotions are in the mix, you want to be sure y
221. Organize Facts and Feelings
Every manager makes decisions based on a combination of facts, feelings, and how they're interpreting things. Next time you're facing a problem at work, try this: separate out the facts and feelings. Then, identify the Interpretation Layer
220. AI at Work: Clarify the Conversation
It's hard to keep track of all the conversations about AI in the workplace. So don't feel bad if you find yourself getting overwhelmed or lost in it all. I recently listened to an interview with Karen Hao (https://www.linkedin.com/in/karend
219. Mindfulness, Balance, and Work as a Venue for Being Human
Take a mindful lens to the question of work-life balance. Let's start with the idea that you are a human (first), and that work is one venue (place) where you do life. Then, consider three frames: • Balance as an active relationship between
218. Feeling vs Reacting
Emotions are part of being human. So naturally, they are a big part of the workplace! Learn the difference between feeling an emotion and reacting to one. You'll become more effective at work -- more grounded and less reactive to the emotio
217. Reviewing "Where Should We Begin? At Work"
This week I unbox and review "Where Should We Begin? At Work", a card deck with conversation prompts for relationships and culture at work. This deck is a collaboration between relationship expert Esther Perel and Culture Amp, an employee e
216. Manager Appreciation
Someone asked me how listeners find this show. I told them the truth: "I don't really know." My best guess is that you went looking for a podcast for new managers, because you had some questions about something happening at work. Or, maybe
Announcing: Leadership Orientation
Leadership Orientation is on June 18. If you feel anxious wondering "Am I doing a good job?", register for Leadership Orientation and let's clear that up. You will: • Identify your strengths -- so you can work with them. • Uncover your valu
215. Mindfulness, Leadership, and Emotional Labor
Being an effective manager takes a lot of invisible work -- the emotional labor you do to help your team work well and get the work done. Mindfulness can help. Let's discuss! Read the original LinkedIn post (https://www.linkedin.com/posts/a
214. Emotional Labor at Work
Emotions are part of the human experience, including the workplace. New managers are often surprised by the amount of emotional labor required for the job -- managing different personalities, communication styles, and expectations. If you i
213. Embracing Uncertainty & Leadership Lessons from Disaster Response Training
You're going to face many unexpected challenges as a leader. One of the tricky things about that is the balance between having a good foundation (skills, plan), while *also* being adaptive and making new decisions as things change. I recent
212. The New Manager's Quick Guide to Feedback and Performance Reviews
Every manager is expected to give feedback and performance reviews, so it helps to have a clear idea of what they are and how they are different. Most managers won't get any training or guidance on how to do this well -- so don't feel bad i
211. Here's why AI might make you a better manager.
If you're not sure where to start when it comes to AI, this episode is for you. For starters, when you think about using a generative AI tool like Claude or ChatGPT, follow this rule: "Treat it like a person, but tell it what kind of person
210. What does AI mean for managers?
Ok, it's time for us to start talking about AI. Are you an enthusiastic user? Or do you feel reluctant to learn about it? It might seem overwhelming, like one more thing to learn about when you already have a full plate. So today, let's sta
209. What kind of team do you have?
Every team is different. Even if you have the same people, the team can change over time -- because people can change over time. Today's episode gives you a few reflection questions to help sharpen your thinking and highlight some existing
208. Healthy Stress vs Unhealthy Stress
Being a manager is stressful. And hey, stress is normal when you're doing something new -- especially if you've had little to no training or guidance! The goal is not to eliminate all stress. Instead, you want to learn to distinguish betwee
207. Working with Difficult People (Reprise)
Today we revisit one of the most popular episodes from the past year: Working with Difficult People. At some point in your career, you're going to find yourself in this situation. It can be frustrating. How you choose to respond is everythi
Bonus: Too Many Meetings (mini episode)
Too many meetings on your calendar? Welcome to being a manager. Expect to have more meetings, including: 1:1s with your team, plus team meetings, meetings with your manager and other leadership and project meetings. . . It's worth it to tak
206. The Dishwasher Dilemma
The Dishwasher Dilemma uses an everyday task to illustrate just how much nuance and thought goes into delegating tasks -- and what happens when things don't go the way you expected. Managers spend a lot of time on : 1) Making decisions, and
205. Managing Imposter Syndrome
Nothing can fully prepare you for the reality of managing people. Different personalities, priorities, and communication styles can shake any new manager's confidence, and leave you wondering: "Am I really cut out for this?" If being a mana
204. Seven Tips for Facilitating Change
Managers deal with a lot of change. Some of it you have no say about -- leadership simply makes a decision that you now have to communicate to your team. Other times, you will be the one initiating change -- and you'll have to figure out ho
203. Dignity Prompts + Soft Skills
Being a people manager means developing the soft skills you need to manage a range of people. You'll encounter people with different personalities and work styles, and a range of communication skills. Each person may have different prioriti
202. Start where you are.
Every day you get examples of communication. You're surrounded by it! When you think about the people you work with, who stands out as being a great communicator? Why? What are they doing -- or not doing? This deceptively simple practice wi
