You have got to really know your stuff. People who make things look easy, work harder, prepare more and take nothing for granted.
Teams with relationships based on trust absolutely rock! I know because I’ve had the privilege of working with a team like this. We out-performed all our competition, we punched well above our weight, we featured in Deloitte’s Top 50 fastest growing companies for 5 straight years and at the same time we had a total bucket load of fun.
Smart people don't need managers or bosses. They need leaders that give them room to grow, learn and achieve results in the best way possible
The command and control method of management has run its course. As machines have taken over the mundane tasks, successful organisations are now based on the talent of the staff.
If you want to understand what’s going on, as a leader you have to find a non-verbal method of keeping informed that works for both you and those keeping you updated.
Hire people better than you. My grandpa always said if you hire someone who knows less than you, how will you ever grow? Managers get scared that someone will take their job so they don't, when in reality it's only affecting their forward progress.
You never know when the next nag is coming, but whenever it does come, you are compelled to respond, even if you have nothing to say. Every time you say "nope, I haven't done it yet" you feel that little less worthwhile and your self-confidence takes a bit of a knock. If they feel the need to nag, I must be letting them down….
If an idea is not ready, you have to give it room to breathe. With the advent of robots everywhere, ideas and creativity are going to become the most precious of assets, and if we are constantly pressed into making decisions by unrealistic deadlines, then we won't find the best ideas for the challenges ahead.
There are countless opportunities to go above and beyond every day. Many of these instances carry a significant degree of risk. It might reflect badly on you if you fail, some of your relationships may be tested, or it might just turn out to be a waste of time. You can find a thousand reasons to decide that this extra responsibility isn't for you...but what if you just did it.
Build a strong team that you can trust. Let them do their job knowing that you're there to support and mentor them along the way. When things don’t go to plan they are often the sharpest ones to deal with the issues.
The mother of assumption is laziness. It is so easy to use fluffy corporate speak that doesn't really mean anything and can be deciphered in so many ways that you can squirm out of many sticky situations. "I said soon, but I didn't mean this soon."
We're proud to share our latest work that's gone into the app with these major updates since our last blog:
- Sending an Unassigned Mission
- Creating a Personal Mission
- Restricted Users
What success looks like is conventional wisdom that I hope is changing (it still applies but I'd like to see that change!). I think it is really important for each individual to define what success looks like for them, at that stage of their life rather than adopting corporate mantras of promotions, money, status, etc.
The term 'are you on the bus or off the bus' is a marker for failed leadership. If I ever hear that, I instantly feel we've got something wrong. It's a veiled threat that masks a leader who has exhausted all their tools without getting buy-in from the team. It is used by leaders trying to reinforce their own position.
We've learnt some serious lessons over the last 4 months of our startup journey where we've been single mindedly focused on growing our website traffic:
- There is no such thing as SEO
- Google AdWords have traps to steal your money
- Everyone else's growth hacks don't work
- Don't confuse research with moving forward
In the case of students I have a big responsibility to keep them on track and motivated. Milestones can be a way to do this but when they aren’t clear or mutually agreed upon, it rarely works. And when goals are unrealistic and never achieved, it can quickly lead to a pretty negative experience for everybody.
We don't become emotionally indestructible robots the moment that we walk into the office every morning. We all "bring our problems to work" one way or another. The question is whether we're able to discuss them with our colleagues and leaders.
It's easy to see how people can take on so much that they find it impossible to decide on anything. A decision-making paralysis can set in and before you know it you are staring out of the window for minutes on end, hoping for these endless questions to disappear from your life for a while.
Task management and the beginning of a new year are a natural marriage with all the new years resolutions being formed. We're super happy to be helping you stay true to your commitments and excited to unveil our updates for January.
When humans sign up to our service, we see they are most curious about our mission process. Many create a second account just so they can send themselves a mission to see how it works and others send a little test mission to close team member - this blog shows a step by step view under the hood of your missions.
Our users have come up with all sorts of great ways to use Crewmojo, we thought we'd dedicate this blog to building a growing list of inspiration and use cases. Let us know if we're missing any!
Job descriptions no longer apply in today's workplace. The best teams focus on the outcome that the organisation needs to achieve and adapt themselves to do what needs to be done. Commonality of purpose (with passion) trumps a job description any time.
If you need to "tick a box" in your employee engagement policy, regular appraisals can feel more like a corporate chore. If you care more about making a difference to your colleagues (and this doesn't necessarily need to be a manager-employee relationship), then a "tick the box" approach to feedback is the last thing that would be on your mind. Fostering a culture of "micro-feedback" is essential if an organisation is going to grow.
I predict that resilience and mental strength will be crucial, we will need to re-focus on self-critiquing and continuous improvement of oneself rather than pointing out inabilities of others, human interactions will remain extremely important.
You wouldn't get into a car as a passenger and tell someone which gear they should select or which lane they should be in. When assigning tasks to others, managers must leave their ego at the door and accept that not every task will be done "their way." Everyone has their own success formula, and the moment that you dictate how something should be done, you are likely to cause frustration for the "driver".
Happy Xmas to all - wishing everyone and safe and happy festive season. We've managed to squeeze out some cool features before the year is out, we think they make a big improvement to the app and hope you like them too.
I predict open floor plans will slowly die out. Whether it's because remote becomes big(ger) or, more likely, leaders realize that their team needs to have quiet, focused space to work.
It is our firm belief that mojo is something that is floating under the surface in any given team. Given the right set of behaviours, the right management culture and a commitment to each other, any team's mojo can erupt into a glorious fountain of positivity.
One conventional thought was that managers are here to tell us what to do. In my generation we grew up with the idea that our manager's word was final. "Why is the manager's word the last word? Because he or she is the boss - that's why!" When I first became a manager I had some of my team look at me as if I should be the ultimate oracle and font of knowledge. In no way should this apply now.
If you let your people off the leash to express their talents, what you lose in control you gain in engagement. When you trust someone implicitly to do a job for you as they see fit, you gain a unique type of loyalty. They don’t want to let you down. It is one thing letting other people hold the cards, but another thing entirely to trust them to play the hands their way.