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Workplace Undercover: Strategies for dealing with negative feedback Part II

Wednesday, October 6th, 2010 at 6:22 pm

Preface: Workplace Undercover is a recurring segment of this blog, featuring a workplace scenario and a response by a guest consultant. This scenario was written by Carole Marmell. Jennifer Joyce, cofounder of LeadershipSmarts, responds. This is the second of a three-part segment.

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In the previous post, Molly, a young bank employee, had expected supportive feedback from her manager during her yearly performance appraisal. Instead her manager strongly criticized her and accused her of acting arrogant and believing she is smarter than everyone else. What can Molly do?

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Workplace Undercover: Strategies for dealing with negative feedback

Saturday, September 25th, 2010 at 8:56 pm

Preface: Workplace Undercover is a recurring segment of this blog, featuring a workplace scenario and a response by a guest consultant. The scenario below was written by Carole Marmell. Jennifer Joyce, cofounder of LeadershipSmarts responds. This is the first of a three-part segment.

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Molly is a 30-year-old bank employee. The bank has a very structured environment, with formal performance appraisals after every project as well as every year. The appraisals go both ways, for supervisors as well as line staff. All appraisals are done by committees consisting of supervisors and line staff. In addition, the supervisors have procedures for providing coaching and feedback to all line staff to help them advance step by step.

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How to Get the Most Out of Coaching

Friday, September 3rd, 2010 at 5:29 pm

Jennifer Joyce, co-founder of LeadershipSmarts, is this week’s guest blogger.

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Coaching is often a pivotal step in a person’s career. It represents a large investment of time, money, and personal work. So how does one get the most out of such an important venture?

During my 15 years as a coach, I have found three keys to creating a successful engagement:

A clearly articulated coaching goal
Specific examples or stories from work, and
A willingness to look at self.

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Developing Emotional Intelligence:Can We Really Clear our Negative Emotions?

Friday, August 20th, 2010 at 10:30 pm

What happens when we are really upset about something? Our minds become a swirling tempest and it’s hard to focus on what we are intending to do. We might also get into trouble — saying things that shouldn’t come out of our mouths or taking rash actions that could crash our careers. Because being able to handle our negative emotions is so important, Jean Ramsey and I devoted most of Chapter 3 to it in Reframing Change.

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Morgan’s Lemonade Day Project: Integrity as a successful character trait

Wednesday, August 11th, 2010 at 2:56 am

Sunday, May 1, 2011 was National Lemonade Day, an event designed to teach entrepreneurial skills to children. A few weeks before, Morgan, age 6, wrote us as her grandparents to ask us to invest $12.00 in her lemonade business. With the aid of her father, she was going to set up a lemonade stand and sell lemonade on that date.

Her grandfather sent the check immediately.

A couple of weeks before the big day, we drove to her home and Morgan showed us the colored step-by-step workbook that the local entrepreneurial association had put together to guide participants through the business of selling lemonade. It was impressive: it included a week by week plan, a resource list, and a budget outline with places for the kids to fill in their own information — and, of course, color the illustrations.

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WORKPLACE UNDERCOVER: When you’re the boss and the employee won’t listen, Part B

Friday, June 18th, 2010 at 5:41 pm

Preface: Workplace Undercover is a regular feature of this blog. The scenario below was written by Eillen Bui, our research associate. Responding to this scenario is Stephanie Foy, Project Manager for Leading Consciously and Principal of Foy and Associates.

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WORKPLACE UNDERCOVER: When you’re the boss and the employee won’t listen, Part A

Sunday, June 13th, 2010 at 9:43 pm

The scenario: Kathy was running a little late for her first annual review. She hurriedly pushed the door open to the meeting room and smiled apologetically to her manager.

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