Solving the Middle Manager’s Constant Dilemma: More To Do’s Than Time
Jun 23 Carolann Jacobs on June 23rd, 2009
Ugh, it’s been longer than I wanted it to be since my last post. Notice that? I’m beating myself up over something that didn’t get done. Not very helpful, is it? True statement, but not helpful. It also trains the brain to focus on what’s not happening. We tend to get more of what we [...]
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Inspired Workplace Q&A – Why Can’t I Get Promoted?
Jun 17 Carolann Jacobs on June 17th, 2009
Q: I am a middle manager in a mid-sized technology company. For the last three years, I have received an “exceeds expectations” on my reviews. I am at the top of my job grade (band), and I’ve applied for positions with higher responsibility twice. Both times, I was passed over. Once, it was for an [...]
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Stuck in the Middle? Unleash Your Inner Cool Cucumber
Jun 15 Carolann Jacobs on June 15th, 2009
Last post, we investigated our perceptions about truth-telling and perceived leadership maturity. Today, we’re examining the role of emotion and maturity. Why’s this important? One of the many challenges for middle managers who are trying to move up or keep off the firing line is to be pereceived as someone who’s a “must” for the [...]
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When Honesty = Lack of Maturity
Jun 9 Carolann Jacobs on June 9th, 2009
A long time ago, far, far away, I was sitting in my SVP’s office having a one on one. I suppose his leadership coach told him that’s what he needed to do to connect with the up-and-coming leaders, or whatever they wanted to call those of us who were on the fast track. My supposition [...]
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Kicking Myself – 6 Missed Opportunities
Jun 5 Carolann Jacobs on June 5th, 2009
Ever had one of those moments when someone told you something that you aleady know, but you’ve let it slide or you’ve never implemented it? I hate to admit it in public, but I had one of those moments this week. I pride myself on my business networking savvy. Mind you, my friends Jeff Klein, [...]
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How to Keep the Feedback Conversation Out of the Ditch (Part 4 of The Fact & the Fundamental Lie)
Jun 3 Carolann Jacobs on June 3rd, 2009
Recapping parts 1-3… Janice* runs the governance group for her company, and Rhonda* works for Janice in that group. Over the course of time, Janice has developed a healthty distrust of Rhonda, although she’s never addressed it directly with Rhonda. Anyone with two eyes and half an ear can observe that something isn’t right in [...]
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The Fact and The Fundamental Lie (Part 3)
Jun 1 Carolann Jacobs on June 1st, 2009
Where we left off in part two, Janice*, the manager of her company’s governance group, has provided Rhonda*, a program manager who works for Janice, with some feedback about her performance. …which started with “You are always trying to undermine me.” The conversation degenerated into Janice trying to tell Rhonda all the ways that her [...]
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