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Can a toxic boss be managed? | TechRepublic

Can a toxic boss be managed? | TechRepublic | Cocreative Management Snips | Scoop.it
If you have a toxic boss, the last thing you want to do is spend your valuable time trying to bring out the best in him or her. But that’s just
Jacqui Hogan's insight:

Not just for Toxic Bosses.There is a tendency to assume that only the boss or your manager has responsibility for improving the working environment; a 'them v. us' attitude. If everyone in the team did this, it would make for a much better working environment all round.

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How Emotionally Intelligent People Handle Criticism: They Don't Do This

How Emotionally Intelligent People Handle Criticism: They Don't Do This | Cocreative Management Snips | Scoop.it
Be proactive, not reactive.
Jacqui Hogan's insight:

I guess this can be summed up as 'take proper responsibility for your mistakes'. We all make them, so be prepared to take it on chin.

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Why Great Managers Use The Grapevine

Why Great Managers Use The Grapevine | Cocreative Management Snips | Scoop.it
“As a leader, you're probably not doing a good job unless your employees
can do a good impression of you when you're not around.” ~Patrick Lencioni

"Leadership is not just what happens when you're there, it's what happens
when you're not there." ~Ken Blanchard

Managing and leading people is what you are called to do in leadership. One
of the most difficult aspects of that is managing the natural human
tendencies of your team members. They might tend to focus on the negative,
they might see things only from their perspective, or any number of other
tendencies that people have (including leaders). But there isn’t any reason
you can’t leverage some of these things to make your life easier. One of
the best ways to do that is to leverage the grapevine in your workplace.

The grapevine will exist in pretty much any environment with three or more
people. People talk, whether it is around the water cooler, in the parking
lot after their shift, or texting each other from home, but that doesn’t
need to be a bad thing. If you use it well, it can actually be a big help
to you both in workload and message.

As a leader you are constantly in the spotlight and are constantly under
very high expectations from your staff (at least they should have high
expectations of you). One of the most powerful things you can do as a
leader is to build trust and understanding amongst your team members, and
people don’t always rely on their own feelings about you, they will also
consult their fellow team members. Some thoughts on this:

·         Find the influential employees – When looking to use the
grapevine, it is obviously best to utilize the “social butterflies” in your
group. When reinforcing messages, when explaining the “why” behind your
decisions and when talking about the future it is great to ensure you do
this with those who you know will spread the message.

·         Make a connection – It is when things are most stressful that
people will look to you and judge, positively or negatively. The employee
has a last minute vacation request, has a death in the family, is having a
real problem with the new material, has an irate customer they need help
with, etc. It is during these times where they will truly appreciate any
extra effort you put forth ... and that little extra is what is noteworthy
enough to spread.

·         Don’t use it as a shortcut – Using the grapevine should never
take the place of a good communication plan, it simply accents it.
Important information that everyone needs to know must be disseminated to
everyone, it should never be left to others who may or may not do so.

·         Don’t let it affect your decisions – Leveraging positive
experiences, decisions, behaviors, and results is good leadership. Making
decisions to leave a positive impression is often poor management. Don’t
curry favor, but don’t be afraid to make the most of the positive things
occurring in the organization.

The grapevine in most organizations is full of rumors and negativity. It’s
an unfortunate part of human nature. If you are able to inject some
positivity into the grapevine simply by being aware of it and taking
advantage of opportunities as they present themselves, you may find that
the trust and understanding of your team improves as news of good deeds and
decisions spread.

Top 5 Most Popular Posts:

* Why Great Leaders Laugh
* The Simplest Area Any Manager Can Improve Themselves
* 3 Ways to Know Whether to Deal or Change
* 4 Reasons People Quit Managers, Not Companies
* 2 Phrases to Avoid at All Cost
Jacqui Hogan's insight:

It all seems a bit sneaky to me, to be honest. If you have to rely on the grapevine, then there is something quite wrong with your communications.

 

Do you agree?

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How ‘socially unskilled’ managers are denting productivity - CMI

How ‘socially unskilled’ managers are denting productivity - CMI | Cocreative Management Snips | Scoop.it
Insights spoke to Sir Professor Cary Cooper, lead author on the CMI Quality of Working Life report, to find out how businesses can boost the productivity of their staff through better wellbeing
Jacqui Hogan's insight:

Having poor social skills is miserable for the manager and miserable for their team. Mentoring is a another way to help managers learn these skills 'on the job' and much better than trying to do it in a classroom. 

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The ‘barrier bosses’ standing in the way of gender equality - CMI

The ‘barrier bosses’ standing in the way of gender equality - CMI | Cocreative Management Snips | Scoop.it
Research from the Fawcett Society reveals recruitment managers are twice as likely to be against equality for women in the workplace than the general population
Jacqui Hogan's insight:

This is pretty damning.

 

I don't have recent experience with recruitment consultants, but wonder if this is even more true in the Technology sector (it used to be). 

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Most entrepreneurs fail to delegate productively

Most entrepreneurs fail to delegate productively | Cocreative Management Snips | Scoop.it
For a few, delegating comes easily, maybe too easy. For others who are perfectionists, letting go of even the most trivial task is almost impossible.
Jacqui Hogan's insight:

A good seven steps to delegating with one addition ' be prepared to mentor when required'. The article mentions mentoring, but doesn't make it a step - which it should be. Mentoring doesn't, however, mean telling them how to do it. It means being there to offer advice when required and requested. 

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Volkswagen's appalling clean diesel scandal, explained

The company went to absurd lengths to deceive the EPA about car pollution. Now it's in deep shit.
Jacqui Hogan's insight:

In what world did they think they wouldn't get caught? This either shows a deep disrespect for their customers or a total disregard for the regulators. In both cases, this is truly unethical behaviour.

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TalkTalk customer data at risk after cyber-attack on company website

TalkTalk customer data at risk after cyber-attack on company website | Cocreative Management Snips | Scoop.it
Credit card details may have been compromised by ‘significant and sustained’ cyber-attack on telecoms company

Via InfoBlaze
Jacqui Hogan's insight:

Although it looks like a dasterdly teenager was responsible, it raises the question about securing customer data. Did TalkTalk do enough? Did they even know what risk they were running. My guess is that they didn't. Too many large organisations rely on traditional methods of security breech. They need to think much more creatively about their risk. Creativity and risk? Absolutely!

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Volkswagen's appalling clean diesel scandal, explained

The company went to absurd lengths to deceive the EPA about car pollution. Now it's in deep shit.
Jacqui Hogan's insight:

If an organisation as large and trusted as VW can lie, who can trust? Is lying to your customers EVER justified?


I do wonder whether, once an organisation gets beyond a certain size, some managers and leaders lose their moral compass.

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How to Set Up Your Workplace for Successful Collaboration

How to Set Up Your Workplace for Successful Collaboration | Cocreative Management Snips | Scoop.it
Here's how to make your company foster the type of collaborative environment needed for team-members to stay productive and satisfied.
Jacqui Hogan's insight:

A good guide to collaboration in the office

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Time to walk the walk and change perceptions of women in IT - Business Matters

Time to walk the walk and change perceptions of women in IT - Business Matters | Cocreative Management Snips | Scoop.it
The ‘I look like an engineer’ campaign that swept across social media recently reminded me of an old adage: talk is cheap.
Jacqui Hogan's insight:

Why is it so surprising to find a woman in IT? I've working in IT for over 30 years and haven't yet been asked to swing through the trees beating my chest holding a coding sheet, lift a heavy computer or write code while eating a mega hot pizza (well one out of three isn't bad). 

 

When I was at school, I was almost put off studying architecture at Uni by a headmaster who told me 'girls don't design buildings'. During my career in IT, I only rarely felt it was strange that I was often the only woman in the team. No-one else seemed to think it odd that I was there. But the number of women in IT just doesn't seem to increase. It's a fascinating, clean and well paid career. So why aren't there more women?

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UK workers face challenges collaborating according to research - Business Matters

UK workers face challenges collaborating according to research - Business Matters | Cocreative Management Snips | Scoop.it
Alfresco Software, a leading provider of business process management, over half of UK workers find it difficult to collaborate with their colleagues.
Jacqui Hogan's insight:

According to this, people are finding it difficult to collaborate either with tech tools or face 2 face. I can understand the difficulty with using collaboration tools, as they are often overly complex or seemingly designed for techies. But face to face? 

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Research finds that businesses are drained by wasted time - Business Matters

Research finds that businesses are drained by wasted time - Business Matters | Cocreative Management Snips | Scoop.it
The primary cause of wasted time during the workday is inefficient processes,
Jacqui Hogan's insight:

It should be no surprise that this research found that the primary cause of wasted time during the workday is inefficient processes (50%). Even ahead of meetings (41%)! 


Although this article suggests that technology is key to improving organisational performance, it is no good if all you do is automate the processes. You need to complete rethink how you do things i.e. the solution is tech enabled business change not an 'IT project'.


And what would people do if they could get that time back? Personal development.


Lets get started then.

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How devolved management is sweeping through business - CMI

How devolved management is sweeping through business - CMI | Cocreative Management Snips | Scoop.it
As George Osborne outlines further plans to hand power out to big UK cities, we look at how managers have farmed out big decisions to their staff.
Jacqui Hogan's insight:

I have a very successful client who is so good at delegating and empowering his staff, he only works 3-4 days a week. And he's an accountant!

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7 Reasons Why It's Smart to Listen More Than You Talk

7 Reasons Why It's Smart to Listen More Than You Talk | Cocreative Management Snips | Scoop.it
Saying less and hearing more has huge benefits that most people miss.
Jacqui Hogan's insight:

OMG. LIstening is good, but NOT  for these reasons! This is greedy and manipulative reasoning. 

 

The best reason for listening are:

- you might learn something

- conversations are two way

- it isn't all about you

 

Badly done .Inc

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A quarter of SME IT managers are women

A quarter of SME IT managers are women | Cocreative Management Snips | Scoop.it
Managed services provider Altodigital studied SMEs and found high esteem for IT; and a quarter of their IT managers are women
Jacqui Hogan's insight:

We're getting there at last. While 25% may still seem small, it is still much better than the IT industry as a whole. I wonder what % of their technical teams are female though? 

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The 5 Greatest Examples of Change Management in Business History - CMI

The 5 Greatest Examples of Change Management in Business History - CMI | Cocreative Management Snips | Scoop.it
The need for decisiveness and communication, the inevitable disruption, and why you’ll probably need to break down “the old ways” for successful change management... Managers can learn a lot from these classic change management case studies.
Jacqui Hogan's insight:

Hmmm. I don't have direct experience of the companies mentioned, but was involved in Y2K. My experience was that this was a huge technology molehill made into a mountain. NOT a good example of change management at all!

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4 Reasons People Quit Managers, Not Companies

4 Reasons People Quit Managers, Not Companies | Cocreative Management Snips | Scoop.it

"To be a leader, you have to make people want to follow you, and nobody wants to follow someone who doesn't know where he is going." ~Joe Namath

Recently I was involved in a vigorous debate on my Facebook page as the whether the popular saying, “people don’t quit companies, they quit managers” had any validity to it. As an employee we can all remember the horrible boss who made every day a nightmare, so we naturally see some truth in the saying from that perspective. For those of us who are leaders, however, this seems like an indictment of our competency as we have all had people quit and would hate to admit that it was because of us. The saying riled up some of those leaders who felt that most of these decisions were influenced by things out of their control. ---click to read entire post

Jacqui Hogan's insight:

So true. It's too easy to blame your company for people quitting when, with a little creative thinking, you might be able to prevent it. Of course, sometimes, it may be that company policies are so constraining, that your room for manoeuver is very limited. But more often it is poor management that is the reason people go. Too many managers don't know how to manage people effectively.

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3 very common management problems - and how to avoid them

Jacqui Hogan's insight:

The first two are related. It's hard to hold employees accountable if you didn't agree what they were supposed to be doing clearly in the first place. Objectives are often an arbitary wish list that bears no connection with what your organisation needs to achieve. 

 

The second two are also often related. Objectives and the development plan should be linked. Objectives should be challenging, and the development plan should be focused on helping the employee to gain the skills needed to achieve them. 

 

Get these last two right, they are much more likley to deliver. But, if not. you can have the confidence to know that you can hold them accountable. 

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Ron McIntyre's curator insight, January 2, 9:15 AM

Worth reading.

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10 Lessons In Defining Your Company Values

10 Lessons In Defining Your Company Values | Cocreative Management Snips | Scoop.it
Creating a Culture through Explicit ValuesValues are one of those things that can sound soft and squishy, especially in the context of a company. The reality - I have found - is actually quite the

Via Anita
Jacqui Hogan's insight:

Even if this approach is not your cup of tea, do you have a better way to entrench your core values? My own view is that if you define and practice your values at the top, almost everyone else will follow on. 

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Anita's curator insight, May 16, 2013 1:18 PM

Do you know your company values?

Dana Lescoe's curator insight, July 9, 2014 4:26 AM

Excellent for future managers when establishing your company or sports management team!

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The Integrity of No

The Integrity of No | Cocreative Management Snips | Scoop.it

Leaders often struggle with the process of saying “no” when communicating with their teams and making decisions.  

 

Some too readily say no out of fear of approving the wrong things, or because of a false sense of what it means to be in control. Some say no out of habit. Some lack a method to look at alternatives, and simply see “no” as the most convenient option.  

 

Then there’s the opposite problem. Some leaders don’t want to be perceived as negative, so they never say no. 

 

Whatever the underlying reason, obviously one can’t say yes to everything. Leaders must understand the integrity of saying no, and how to do it constructively.  Here are a few fundamentals.


Via The Learning Factor
Jacqui Hogan's insight:

It's a matter of understanding and being consistent with your own values. I once said no to signing off expenses 'approved' by my boss. They did not feel reasonable to me, so I said no. It almost got me sacked. Do I regret it? Absolutely not.

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The Learning Factor's curator insight, November 21, 2013 5:25 PM

Many leaders don't know how to say no. Others say it almost reflexively. How to get the balance right.

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12 habits of successful tech CEOs

12 habits of successful tech CEOs | Cocreative Management Snips | Scoop.it
Tech CEOs share what makes them different -- the hobbies, habits and traits that influence how they run their companies
Jacqui Hogan's insight:

Agree with most of these, especially being a life long learner. But not staying hands on, or at least only enough to retain your understanding of the tech. Too many IT CEOs stay too hands on and neglect their businesses!

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Ron McIntyre's curator insight, September 16, 2015 10:43 AM

Some interesting insights. What do you think?

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Musk reveals details of Tesla Model 3

Musk reveals details of Tesla Model 3 | Cocreative Management Snips | Scoop.it
Pre-orders for the $35,000 electric car will start in March 2016
Jacqui Hogan's insight:

I've test driven the Tesla S, and it was fantastic, but expensive. I'm putting my name down for the new cheaper Tesla!

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The 5 Critical Things That A Good Manager Never, Ever Delegates

The 5 Critical Things That A Good Manager Never, Ever Delegates | Cocreative Management Snips | Scoop.it
Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post. “Surround yourself with the best peopl
Jacqui Hogan's insight:

Hmmm. If you take the traditional view of management, then yes I agree. But in modern management, I believe you should trust the team to be involved in many of these too. For example, a team that appreciates its own members through a flexible reward mechanism, is one that truly understands working as a team! Teamwork is about mutual trust, not doing what your manager tells you to do.

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Research: Technology Is Only Making Social Skills More Important

Research: Technology Is Only Making Social Skills More Important | Cocreative Management Snips | Scoop.it
since the ‘80s, job and wage growth has been strongest in occupations requiring both high cognitive and high social skills
Jacqui Hogan's insight:

Even in these days of tech enabled jobs, I have to agree that 'since the ‘80s, job and wage growth has been strongest in occupations requiring both high cognitive and high social skills'. 


The days of getting away with just being technically competent are gone. 


For the future you need both social skills and technical proficiency. 

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The 5 Critical Things That A Good Manager Never, Ever Delegates

The 5 Critical Things That A Good Manager Never, Ever Delegates | Cocreative Management Snips | Scoop.it
Editor’s Note: Readers sometimes ask about past TLNT articles, so every Friday we republish a Classic TLNT post. “Surround yourself with the best peopl
Jacqui Hogan's insight:

Not rocket science but still absolutely true. Especially don't delegate talent management to HR. 

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