nerdleader

Sharing power with and serving your team is more than about personal fulfillment or twenty-first century management trends. Research has shown that organizations that enable others have improved business performance.

As we work remotely more than ever before, both because of COVID19 and because of how our work world has shrunk with the usage of collaboration tools, we must remember our differences and adapt to one another.

Your team members (and you!) all value life and work differently from one another – and that is okay. Learn why, as well as how to measure participant and spectator success, how to motivate them in unique ways, and how to bring out the best in each kind of employee.

How can managers summarize what we do and put it into a job title? Last time we explored “What is it we are trying to communicate with job titles?” but scoped to the individual contributor. Today, let us explore the same but for people leaders.

What is it that we are trying to communicate with job titles? Prestige, pay grade, duties – we set expectations and communicate authority and competency via our job titles, but there is chaos due to wild variability. Let us create some standards so you can build your team and set proper expectations.