commitment to safety

I would rather take you to the gate than follow you out in a casket.


John Galassini

Nyrstar Mining Leadership Conference Call. 2/11/2016

rebound from distractions

The moment we feel our phones vibrate inside our pockets, our impulse often drives us to take it out immediately and to interrupt the task at hand. Of course, this may be necessary if you're waiting to hear from someone or are on call; however, for the vast majority of us, especially at work, research shows it can take people up to 23 minutes to rebound from distractions -- for the person to truly dive back into what he or she was originally focused on.

From neuroscience research, we know that simple exercises such as mindfulness meditation and focusing on the breath can increase focus and strengthen connections in the brain related to executive function and goal-directed behavior (aka dedicating that deep focus needed to wrap up that project). We also know that multitasking is a myth, so closing your email and silencing notifications while dedicating yourself to the task at hand will pay off and can enable you to be more focused and to think more clearly about important decisions for your team.

Richard J. Davidson

"How Science Can Inform Good Leadership" Huffington Post. 10/26/2015

give people the feedback they need

“There’s a Russian anecdote about a man who loved his dog so much that when the vet told him he needed to cut the dog’s tail off he couldn’t do it all at once, so he did it an inch at a time. Don’t be that kind of manager.”

Giving unclear, infrequent feedback has somewhat of the same effect — though slightly less violent. You end up hurting the person receiving the feedback more, even though you’re just doing what your parents always told you empathetic people do: If you don’t have anything nice to say, don’t say it at all.

This is where Scott says she’s seen managers make the most mistakes. “No one sets out to be unclear in their feedback, but somewhere along the line things change. You’re worried about hurting the person’s feelings so you hold back. Then, when they don’t improve because you haven’t told them they are doing something wrong, you wind up firing them. Not so nice after all…”

In order to give people the feedback they need to get better, you can’t give a damn about whether they like you or not. “Giving feedback is very emotional. Sometimes you get yelled at. Sometimes you get tears. These are hard, hard conversations.”

Interview with Kim Scott

"My Management Lessons from Three Failed Startups, Google, Apple, Dropbox, and Twitter" firstround.com 3/19/2014

good managers give a damn

Kim Scott had one thing to do that day. She was going to price her product. It was the year 2000, she was the founder and CEO of Juice Software, and she had blocked off her whole morning to make this decision.

The moment she stepped off the elevator, she was met by co-worker after co-worker who needed and wanted to talk to her — one about a health concern, another about his kid excelling at school, another about a disintegrating marriage. She comforted, celebrated with, and listened to each one in turn. She didn’t, however, price the product.

“For a minute I thought, this is where the assholes really have the advantage,” says Scott. “But that’s not right either. Good managers give a damn.”

This is just one piece of advice Scott discovered during the last 20 years, and has carried with her through leadership roles at some of the biggest and influential tech companies in the world. Most recently, she advised Dropbox and Twitter. At First Round’s recent CEO Summit, she shared what she believes to be the most important management lessons she’s learned.

“The most surprising thing about becoming a manager is all the pressure to stop caring,” says Scott — and she doesn’t mean caring about the work, she means caring about the people. “I was excited about the product and the opportunity [at Juice], but also I was excited to build a team of people who really cared about each other and loved to work together.”

The morning she got distracted from the pricing decision was not an exception. Finding the time to focus on “the work” without being interrupted was a constant struggle. She even called her CEO coach at the time and asked, “Is my job to build a great product or am I really just an armchair psychiatrist?” She got her answer when her coach literally yelled at her: “It’s called management and it is your job!” “These words have always rung in my ears, every time I’ve been tempted to stop caring,” Scott says.

Interview with Kim Scott

"My Management Lessons from Three Failed Startups, Google, Apple, Dropbox, and Twitter" firstround.com 3/19/2014

increase employee engagement

1. Hire for traits and behaviors: Usually, hiring managers look at experience and education when choosing new applicants. But, once on the job, it's attitude and actions that count. When you recruit, go through networking channels to find employees who are the most highly recommended by their prior coworkers and managers. By recruiting people who are highly engaged, you can keep the vibe in your office positive and productive.

2. Be visible and available: When employees feel abandoned by supervisors and management, they aren't as actively engaged in the workplace. Take time out of your day to be available for questions, work with the door open and be seen throughout the day. 

3. Seek employee feedback: Sometimes, your employees will have better ideas for how things should go than you do. Ask employees for feedback and you will find that they can come up with more efficient processes, new ways to engage prospects and ideas for making a happier, more exciting workplace.

4. Be flexible: Rigid policies can make people feel like their in detention instead in a job that they enjoy. If feasible, allow employees to have flexibility in their schedules or work from home. Open up social media policies or allow workers to interact with one another with an online chat to promote team cohesion. Allow a relaxed dress code for people who do not have direct customer contact, or allow a dress down day one or more day a week.

5. Recognize and reward accomplishments: When people know that their hard work is seen and appreciated, they are more likely to give it their all. Regularly recognize achievements like high sales or innovating ways of solving customer concerns. The recognition can come in the form of announcements in the company newsletter or small perks like tickets for half-days at work or a small gift certificate. 

6. Provide opportunities for employees to grow: When we do the same thing day in and day out, we get bored. Give employees new tasks that require learning and using new skills. Take time to work with employees one on one in a mentor position. And, when feasible, give employees the chance to go to conferences, classes and workshops that expand their list of skills.


Eric Roach

"6 Unexpected Ways to Boost Employee Engagement" everyonesocial.com blog. 7/22/2015