There are many different ways to address any case. Unfortunately, you probably have resources (attention, money, energy, motivation) to try one or two of them at the same time.
The point is then to avoid lengthy discussions about which way is the better (not to mention pointless scenario-building that change the rules of the case), and put some effort instead in identifying what successfully addressing the case looks like.
And then just do, measure and adjust.
If you are lucky enough to see your company growing, or if you are an early stage employee at a growing company, here are four things for you to consider.
Four things I have consistently seen working when taken into account, or snowballing into disasters when disregarded.
As you promote people into managerial positions, make it crystal clear that their new priority is managing people. This requires a very different set of skills, and most likely some external training is needed. Do not assume that just because somebody is good at their job, or is an expert in a certain area, they will also be good bosses. If they are too busy, make space for them. They should not.
When somebody makes something that is very good for the company, make sure to take some time to acknowledge that and craft a story out of it. This is valid at many levels, and it is one of the responsibilities of leaders and managers to elaborate on why what was done matters, here and now, as well as to spread it. This is the behaviour you want more of.
At this point, you probably have some type of culture deck or presentation or brief. Put it to test, and change it as the company grows. Finding examples and stories (see also above) that resonate with the type of culture you want to establish is fundamental. Your culture lives, whether you want it or not, and it’s up to you to approach it strategically.
Finally, remove “good job” (and its variants “great work”, “amazing content”, “superb teamwork”, …) from the accepted phraseology. If something is truly good, make a commitment to say why it is so, and how it does serve the purpose of the organization at this stage. If it’s not, establish an environment in which candid criticism is accepted and not taken as a personal judgement of someone’s abilities.
Why are bullet points still used in presentations? And what about flow charts? Diagrams? Crammed 11-points text? Evocative pictures that have no relationship with what is being told? Tables that touch the margins of the slide? Icons choosen after googling “icons”? Paragraphs used as scripts?
A presentation is for the presenter, because it helps them refining their thoughts and ideas, making them digestible and appealing, preparing them for further elaboration and improvements. And it is, of course, for the audience, who has allocated time on their calendar to give the presenter attention.
Make the extra effort, the rules for a decent presentation are not rocket science. And they apply to yours too.
When trying to help, you have to leave your ego behind.
Because of course, the other person might be listening with no intention to change, your advice might remain unfollowed, your words might actually produce an effect opposite to the desired one.
Giving help is like giving a gift: it’s up to the receiver to decide what to do with it, and we should not let the outcome reflect negatively on the act itself, on our benevolence, on our future actions.
How do we understand that the world does not revolve around us?
That a person we barely know is behaving in an unpleasant way not to make us feel bad?
That our dearest friend is not calling anymore not because they no longer find our company pleasant?
That our boss has not picked our work not because it is of a lower quality?
That our partner is being more silent lately not because they are mad at us?
We are all main characters to our own story. Once we unlock this understanding, we can start approaching the facts of life with empathy and openness, instead of seeing them as a confirmation of our unworthiness.
It is time.
You've got this 