Communication+Management

Most of us are not eager to attend the many meetings that clog our calendars, but we recognize that they are an inevitable part of office life. And once you’ve been to enough meetings, you start to recognize the different types of meeting attendees.  First, you’ve got the enthusiastic ones. They’re excited to interact with colleagues, so they arrive in the meeting room or join the video call a few minutes early to lead the pre-meeting small talk. During the meeting itself, they are active participants, always ready to offer opinions or lighten the mood with a funny story. Then you’ve got the disconnected ones. If it’s an in-person meeting, they are there in body, but not in spirit. They’re likely to be surreptitiously working on something else during the meeting. If they’re on a video call, they probably have their camera off, actively multitasking. The regular attendees are there because they must be, but they understand the need for the meeting and want to help the team achieve its

When I started as an operations manager at my most recent workplace, I had more than 15 direct reports. That eventually rose to 25 before I shifted roles and was responsible for between five and ten people for the rest of my time there. Managing 25 people was a challenge. Writing their annual performance appraisals took two weeks! However, one of my favorite parts of managing that large group was the opportunity it gave me to have lots of one-on-one meetings. I committed to having those one-on-ones every other week, so I’d usually have 13 one week and 12 the next. They usually lasted between 15 and 30 minutes, although some ran longer. One colleague was routinely in my office for an hour or more, but we spent much of that time laughing. Those epic meetings often meant I’d have a longer day at the office, but it was worth it to have a bit of fun . One-on-one meetings between a leader and employee are vital for building connections, providing information, managing performance , and guidi

Managers are responsible for helping employees meet business-related targets, but good leaders also want the people who report to them to achieve personal development goals. Doing so builds stronger workers and better teams, and seeing your employees succeed is one of the joys of middle management. However, just as a manager needs to help employees create and follow through on career development plans, it’s also vital that managers do the same for themselves. Especially if you’re in middle management, your boss may not have the time to help you do this, so you need to take the initiative and make your development a priority. Here are a few ideas to help: Spend time thinking about your short- and long-term goals . What do you want to accomplish in the next quarter, the next year, and the next five years? What are other people in your position doing to advance in their careers? Think of someone who sets an example you would like to follow in your professional or personal life and conside

I’m not a fan of meetings. To be fair, I don’t know many people who are. However, I recognize that they are a necessary part of most jobs. Because we’re likely to spend large chunks of our careers in meetings with our teams, our supervisors, fellow managers, or others, we should at least make sure those get-togethers are meaningful. I believe a good meeting usually results in effective decision-making, and if it’s a meeting I’m running, that’s what I’m hoping to achieve.  Here are a few steps I follow to keep people on track and moving toward a decision during a work meeting: Consider the specifics of the situation . Before the meeting begins, answer several questions. First, and perhaps most importantly, do you need to have a meeting, or could the work to be done be handled via email? (If it could, please consider that option!) Assuming you do need a meeting, have you clearly been put in charge of solving the problem or completing the project that will be discussed? Do the other peopl

Most managers keep their primary focus on their teams, which makes complete sense. They spend a significant chunk of their time each day trying to help their people hit work-related targets and achieve personal development goals. This often means that they are unable to put as much effort into their relationships with peers on the same leadership level in their organization. However, I have found that taking time to build those ties can be vitally important to helping your team and the entire company succeed. Here are a few ideas to help you as you seek to strengthen bonds with your fellow managers: Get to know them . This is similar to what you do with your team members. Take the time to communicate with other managers. In addition to talking to them about work, find out about their interests outside of the office. Show that you care about them as people, not just colleagues. You likely won’t become best friends with all your fellow managers, and that’s OK. You should at least be good

Middle management is not for the faint of heart.  You face daily demands from leaders higher up the food chain and from the people who report to you. You juggle multiple projects and deadlines of your own, and you’re responsible for making sure your team members stay on track and complete their projects. It sometimes seems that you get all the blame when something goes wrong, but none of the credit when it goes well. So why would anyone aspire to management? As someone who has worked in middle management for decades, I can confirm that the challenges are many, but so are the rewards. Today, let’s focus on the latter. Here are some of the best things about working in management generally and middle management specifically: Higher compensation . This is probably obvious, but managers usually get paid more than the people they manage. Since money is an integral part of life, this is a benefit that shouldn’t be overlooked, and it’s usually a major factor in people deciding to seek a role i