The world needs better managers. Or at least the tech industry does.
In few places is that more apparent than at car-hailing company, Uber. On Tuesday, they released the results of an in-depth investigation into their corporate culture, which culminated in a 47-item to-do list assembled by former US Attorney General Eric Holder and his law firm, Covington & Burling LLP.
Dubbed “The Holder Report,” this document is making its rounds on the internet and headlining many major news publications. Meanwhile, Uber is deep in company-wide meetings, planning just how to tackle the outlined changes (and sharing some staff-wide hugs?).Continue reading
“Hey, do you have time for a quick chat?” your manager asks.
Oh no. Knees weak, heart heavy, you saunter into your boss’s office, your entire corporate life flashing before your eyes. There was that project last week that could have gone better. You did book an Airbnb the other day during work hours.
What could this possible be about?
We have a visceral reaction even to the thought of maybe, possibly, sort of receiving feedback. And yet, paradoxically, we also place a high value in knowing where we stand and how we could improve. We want more feedback, not less.Continue reading
Annual performance reviews, quarterly checkins, and even monthly or weekly one-on-ones are great, but they cannot replace the impact and importance of continuos, ad hoc feedback.
Too many managers and leaders wait until scheduled appointments with employees to deliver feedback. If you aspire to create a workplace that values empowerment and growth, these scheduled time slots should be reserved for checking in with employees on their goals, career development, and wellbeing, and serve as an opportunity for them to bring up any issues, solutions or ideas they want to share.Continue reading