Has your team checked out? Dan and Alison answer your questions with the help of Richard Boyatzis, a management professor at Case Western Reserve University and coauthor of the book “Helping People Change.” They talk through what to do when a colleague wants the status of a prominent role but doesn’t want to do the work, employees are leaving the company at a high rate, or your subordinate resists doing any additional work.
The reinvention of craftsmanship started in Silicon Valley, and it’s spreading and reshaping the rules of work. This is the thesis of Laetitia Vitaud’s latest book, “Du labeur à l’ouvrage (From Labor to Work, which explores how technology is unbundling the Fordist compact between corporation and worker and forcing a new employment paradigm for the digital age.
Sari Wilde, a managing vice president at Gartner, studied 5,000 managers and identified four different types of leaders. The surprising result is that the “always on” manager is less effective at developing employees, even though many companies encourage supervisors to give constant feedback. Instead, the “connector” manager is the most effective, because they facilitate productive interactions across the organization. Wilde explains what the best connector managers do, how to be one, and how to work for one. With Jaime Roca, Wilde wrote the book “The Connector Manager: Why Some Leaders Build Exceptional Talent — and Others Don’t.”