How to Avoid 5 Common Manager Mistakes That Crush Workplace Culture

Available for Interviews: Dara Barlin

Dara Barlin is the Founder & CEO of the Center for Transforming Culture and the author of the new book, A New Kind of Power: Using Human-Centered Leadership to Drive Innovation, Equity, and Belonging in Government Institutions.

 

What Dara Barlin Can say in an interview on
Common Manager Mistakes & Solutions for Success:

There are a number of traditional management behaviors that have been commonplace in the workplace for centuries. While these strategies served a purpose for a while, they have recently been linked with destroying team culture and creating big problems for organizations including employee apathy, lower quality work, increased attrition, more sick days, more conflict, and worse overall outcomes. The good news is, many organizations are starting to change things up by adopting behaviors aligned with a more human-centered approach to management. In doing so, they’ve seen a big difference in the workplace, including more trust, improved collaboration, increased innovation, higher quality work, and better talent retention. Here are some common behaviors to look out for if you want to create a thriving work environment for your team (and some suggestions for what to do about them).

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The Power of Visualization in the Workplace and Why We Need it More Than Ever

Available for Interviews:  Dr. Kelly Waltman

Kelly Waltman, PhD, is the Founder and CEO of SLR Leadership Consultion, LLC. She is also the author of Elevate Connection: Cutivate and Engaged, Inspired, Productive and Profitable Team Culture.

What Dr. Kelly Waltman can say in an interview
on Visualization
:

    • While it’s common practice for athletes to visualize successful outcomes when preparing for competition, you might be wondering how you can use this practice to up your game in the workplace? Visualization is a powerful tool for stress reduction, and in our current climate, we could all use a little help with stress management!

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How to Harness the Power of Communication for Success

Available for Interviews:  Dr. Kelly Waltman

Kelly Waltman, PhD, is the Founder and CEO of SLR Leadership Consultion, LLC. She is also the author of Elevate Connection: Cutivate and Engaged, Inspired, Productive and Profitable Team Culture.

What Dr. Kelly Waltman can say in an interview
on Performance Reviews
:

    • In any relationship you have, whether it’s personal or professional, the quality and depth of that relationship are directly tied to the quality and depth of communication.
    • There is true power in communication. A single conversation can build us up and have us feeling like we can take on the world or diminish us to the point of questioning everything. 

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Are You Relying on Annual Performance Reviews for Feedback?

Available for Interviews:  Dr. Kelly Waltman

Kelly Waltman, PhD, is the Founder and CEO of SLR Leadership Consultion, LLC. She is also the author of Elevate Connection: Cutivate and Engaged, Inspired, Productive and Profitable Team Culture.

What Dr. Kelly Waltman can say in an interview
on Performance Reviews
:

While a more formal annual review has its place in reviewing progress and in facilitating promotions and pay raise considerations, I advise strongly against relying on the annual appraisal process as your primary method of relaying feedback for employee performance.

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How Sex Therapy Advice Can Improve Job Performance Reviews

Available for Interviews: Roger Hall.

Dr. Roger Hall has a doctorate in Counseling Psychology, is an Executive Coach to entrepreneurs and leaders, and is an in-demand public speaker throughout North America.

 

Talking Points from Roger Hall 
on Goals vs. Desires in Job Performance Reviews:

I read a sex therapy book that made the distinction between a desire and a goal.  This mistaken notion can help employers create better job performance reviews. 

  • Goals are different than Desires. A goal is something you want that requires no one else’s cooperation. A desire is something you want that requires the cooperation of at least one other person.

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