ConceptsNest

The feedback we receive can sometimes feel like nonsense. For Example, an employee in an organisation once stated:   “ This company doesn’t care about parents. ” The employee then proceeded to gripe about the lack of maternity and paternity benefits. Admittedly, the CEO agreed that the company’s maternity and paternity leave policies could be improved… But she was livid about the broad accusation that “ this company doesn’t care about parents. ” What an unfair generalization . The CEO was conflicted about how to react to the feedback: 1)       She didn’t want to come off as being defensive to her employee. 2)       But she also didn’t want sweeping, inflammatory remarks to be seen as well-received by the employee. How was she supposed to take this feedback? It felt like nonsense. Nonsense feedback usually comes in one of three forms… Given that how we receive feedback as a leader sets the tone of openness and honesty in the company , this is especially challenging. If we dis

Daily stand-up meetings might be the quickest way to waste your time as a leader. As a manager, you’ve likely witnessed this first hand. Your daily stand-up meetings have become bloated and unengaging, the more time passes and the bigger your team grows. Should you be doing something different? And if so, what? The time to kill the daily stand-up meeting has come. Here’s exactly why and what we should do instead… Why Daily Stand-Up Meetings Do Not Always Work 01.   Many oars, too many directions: The original  intention  behind a daily stand-up meeting is extremely sound. Popularized by the  Agile methodology  of project management, daily stand-up meetings are meant to share progress and identify any blockers the team is facing . For the few teams who strictly adhere to only sharing status updates and blockers, a daily stand-up can serve them well. However, for most of us in practice, it’s a different story. We get overly excited and cram other intentions into our daily stand-u