The simplest answer here is to be hyper aware of your presence with employees that aren’t direct reports, and do your best to only offer praise and support during interactions. Unaware of impact when interacting with employees rather than just saying “Can you do this task?” say “Can you do this task? I know you have a lot going on though, so if you don’t get to it until next week that’s fine.” Often time employees are burning out purely because of misaligned expectations with their boss.ģ. Using very direct language to set expectations can help with this. You don’t want to hinder excitement within employees that want to go above and beyond, you just want to make sure they don’t feel the pressure to constantly be thinking about the business. Expecting employees to have a similar level of passion about the company. I’m not a big fan of “oreo” or “sh*t sandwich” feedback where you say nice things just to squeeze in something negative I believe the key to success with management is to consistently give feedback whether good or bad.Ģ. However, it’s equally imperative to call out the good that happens on a day to day basis as well. It’s ok to offer suggestions and provide guidance on how to improve your business. Seagull management basically means only giving negative feedback. Seagull Management: aka flying into the scene and sh*tting on everything. Since my post yesterday about frustrating CEO traits seemed to hit home for many folks, I wanted to share some follow up thoughts with tangible ideas about how to avoid those behaviors:ġ.
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