As I look back at 2011, it had very high highs and very low lows. My time at Veda was filled with immense challenges that were richly rewarding. I would have it no other way. The thing I am most proud of is to see the development of the people that I am responsible for in my team. To see each of them achieve their goals was very fulfilling. Spending more than 40 hours a week with “my crew” – they don’t just work with me/for me – they are a second family to me. It’s been 18 months for me at Veda, and to look back on Day 1 to the present, so many things have changed and more importantly the impact of what our Team does for the organisation has been seen. Thanks Guys.
On a personal note it’s been a roller coaster last 6 months. Cherish life. Honour death. In life, you take the good with the bad, the laughter with the sorrows, and the smiles with the tears. The most important thing is to move forward and think positively. Easier said than done, but I always think to myself that there are millions of people all over the world who are in a worse predicament than I am in – people not having basic food and shelter and having a right to live. No matter what happens to me, I will always feel that I am quite lucky to have been given the opportunity to be who I am and to have done what I have done. What this has taught me is that there’s no time to think about what might have been and ponder the “What-if’s” of the world. It’s all about looking ahead and working on what will be. There’s always light at the end of the tunnel and being and feeling happy in work and play is what it’s all about. Goodbye 2011. Hello 2012.
As a manager of people, feedback is often the most difficult aspect of it all. Easy to tell someone they’ve done a bad job but even harder to tell someone they’ve done a good job. Praise, reward, and recognition often goes unnoticed. But the power this has on people is amazing. Many years ago, I remember being praised by my manager in front a group of my peers and after that moment, it just lifted me to perform better and really want to do everything I could to make my manager and our department stand out. I think feedback is one of the most underestimated tool in a manager’s toolkit.
Negative feedback is almost always easy to do. You should have done this – you should have done that! But managers need to have a bit of EQ when it comes to this. You don’t want to demoralize your staff member. You want to try and frame it in a positive way – and in a manner from which they will a) acknowledge it & b) ensure they learn from it. The last thing you want is to get your staff member so off-side by what and how you give feedback that they start feeling uncomfortable and it begins affecting them negatively. But tell them why you are giving them this feedback and what you hope they will get out of it. Sounds simple, but all too often I’ve seen it not work!
When it comes to positive feedback, there are a million things in the toolkit. I remember one of Jack Welch’s books about how he wrote a small thank you post-it note and stuck it on the monitor of someone in the factory, personally signed – and my how effective and powerful that was! Mentioning one of your team member’s performance to your boss, recognising someone immediately after a good job, simply saying thanks face to face, writing an email/letter of thanks, nominate them for official staff awards, recognise them at staff meetings, offer them flexible working hours, offer them additional training/development programs…..and the list goes on. The ability to inspire and motivate should not be underestimated.
When’s the last time you told someone they did a great job?