If you supervise a team, and your team has changed at all over the past two years, you probably have a hesitant performer on your team. Maybe more than one.
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Dear Hunter,
I am a relatively new supervisor (one year). I supervise three people. One of my team members (Amy, not her real name) has told me that I have a micromanagement problem…
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It is easy to get into a rut with meeting facilitation. It can start to feel like this: Topic, talk time, next topic, next talk time, run out of time, end of meeting, next meeting, topic, talk time, next topic, next talk time …
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Giving advice is not the most helpful way to help. Which is sad, because giving advice is fun. Giving advice feels useful. Indeed, it is one way to help. It shows people we care, and that we are supportive.
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Ambiguity is the land of multiple possible meanings. It’s where there isn’t one clear answer to the questions “What are we facing here?” or “What should we do next?” There may be several reasonable interpretations, and none of them come with a guarantee.
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If you have ever been on either side of favoritism at work, either the boss accused of it, or a team member feeling victim to it, you know favoritism can be an aggravating, even explosive, issue.
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