This week, we explore Google’s new take on what makes an effective manager, delve into how to deal with negative feedback, see what it takes to build a performance management framework, and help you keep ahead of workplace regulations.
This week’s growth quote:
“If we don’t change, we don’t grow. If we don’t grow, we aren’t really living.”
– Anatole France
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Leading HR executives offer nine strategies to help you stay on top of whatever compliance requirements are thrown at you. A few of our favourites: translate regulation legalese into plain English, so that every employee understands what’s expected of them; If you can’t spend a fortune on lawyers to interpret every change in the law, know which legal blogs to follow; and more.
Google’s “Eight Habits of Highly Effective Google Managers” made a huge splash when it first appeared in 2008. But a decade is a long time in tech and as the company has grown, so have its managers. Which is why Google updated its ‘Eight Commandments of Managerial Success’ to include new criteria about the importance of creating inclusive team environments as a way of improving employee well being, and increasing collaboration between teams and departments across the company to maintain cohesion through growth.
We’ve all heard that feedback is a gift, so why is it so hard to hear? Peter Bregman, CEO of leadership training firm Bregman Partners, takes us through the ways in which our brains and bodies deflect bad feedback. We minimize, deny, avoid, blame and we exhibit physical responses – from sweat to that feeling in the pit of our stomachs. All of these responses prevent bad feedback from hurting our feelings but can also prevent us from learning the lessons that lay beyond the discomfort.
With Performance Management, Process Comes First
Companies committed to Continuous Performance Management should set themselves up for success by making sure they have a solid process in place. First and foremost, HR professionals need to define their employee and business objectives. Once that’s done, they should pick the metrics they’ll use to judge if they’ve been successful or not. These two steps will get every HR manager closer to your ideal Performance Management Framework.
Ready to turbocharge your organization’s performance? Read the Ultimate Guide to OKRs featuring New York Times bestselling author John Doerr.
If you missed the last recap, read it here: Reviving Culture, Beware Anonymous Surveys, and Employee Journeys Done Well