“What Great Bosses Know”: Practical advice for managers & leaders from Jill Geisler.

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How to manage a ‘newsroom star’ and keep everyone happy

This is the core message of my teaching: The most important things leaders do is help other people succeed.

So what happens when they indeed succeed, and in a really big way? What’s your responsibility when a member of your team builds a massive fan base, wins coveted awards, or rakes in high revenues for your organization?

Congratulations, You get to manage a star – with all the joys and challenges that accompany that responsibility.

I hope I haven’t frightened you.

Not all stars are problematic, although recent high profile management/star conflicts (Jian Ghomeshi, Bill Simmons, Don Surber) might leave that impression.

How stars wield the clout born of their contributions determines whether they’re what I call “low maintenance” or “high maintenance.”

Low maintenance stars are collegial, productive, interested in the organization as well as themselves, and committed to core values including integrity and quality. Read more

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Thursday, Oct. 02, 2014

Listening

Be a Better Listener in 3 Minutes

I work with managers and non-managers alike who want to become better at listening. I’ve read books on it, written columns, and teach sessions on the essentials of the skill.

And then I met journalist E. S. Isaac of India and got a better education on what it means to truly listen.

During a dinner conversation before a week-long leadership seminar at Poynter, Isaac shared his insights. He grew up in rural Chhattisgarh, in Central India. His parents were illiterate. But his father, Benbarisi Isaac, was his best teacher.

I found what E. S. Isaac said — and how he said it — to be so meaningful that I asked his permission to record and share his thoughts.

I think this will be the best three minutes you spend today.

Who is this wise man?

Isaac oversees Doordarshan Television’s international channel DDIndia.  He manages the sports programming on DDSports, reaching 143 countries across the world. Read more

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Friday, Aug. 29, 2014

Businesswoman stressed out

Overworked and overwhelmed? Consider these 7 questions

If you’re feeling swamped at work these days, you’re not alone. I’m not talking “I don’t get to go out for lunch very often” busy. I mean “I’m buried in work, never fully off the clock and still feel I’m letting people down” busy. I hear it regularly from the managers I teach and coach.

It’s a function of the downsized staffing but increased demands and responsibilities in changing organizations.

The story is familiar: to hit budget numbers, the company cuts head count but leaves fully intact the expectation of quality, service and measurable results. (I’ll give CNN president Jeff Zucker credit. Referencing the depressing specter of buyouts and layoffs, he didn’t try to spin it as some great opportunity for the survivors to work smarter, not harder. He said “We are going to do less and have to do it with less.”)

Businesswoman stressed out

But what about those who are doing so much, perhaps too much, these days?  Read more

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Saturday, Aug. 16, 2014

covering an event with a video camera

What breaking news reveals about your newsroom culture

Here’s what a lifetime in journalism has taught me: Breaking news reveals the true character of a newsroom’s culture and quality.

Spot news success happens in cultures with specific systems, skills, values, mindsets – and leadership.

In the healthiest cultures, when news breaks, here’s what staffers can count on:

  • We have a plan. We don’t have to scramble to figure out how to respond each time a big story breaks. Everyone on our team has an understanding of the key roles that need to be filled – both in the field and at the mother ship. We automatically call in and report for duty. We adapt the basic plan by situation and story, and we’re never caught flat-footed.
  • It doesn’t matter if our boss is on vacation. Deputies and team members are capable of making tough decisions and deploying resources because our leader routinely shares information and power. (No one has to say, “What would the boss do?” We know what WE should do.) We know who’s in charge and we know we’re all responsible.
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Tuesday, July 29, 2014

Young businesswoman giving a presentation while her colleagues are listening to her

Four ways to be seen as a leader, even when you’re not in charge

In the past few years, I’ve worked with organizations as they identify and train emerging leaders. The goal is twofold: to let promising people know their contributions are valued and to increase their chances of success if they’re promoted to management.

So, what does it take to be considered an emerging leader? What are these people doing that sets them apart, not just in the eyes of their bosses, but also their peers?

It’s more than just being a workhorse or a “company person.” It’s really about influence; doing the kinds of things that cause people to feel better about the work when you’re on the team, and to choose to follow you when you offer suggestions or direction.

You may not want to be a manager, and that’s just fine.

But if you want to be a leader, a true person of influence, whether or not you’re in charge, here are four actions that get you there:

Offer solutions — with skin in the game. Read more

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Wednesday, July 09, 2014

Bias Getting Over Unfair Treatment Racism Prejudice

6 dangerous biases of bosses

Integrity is the cornerstone of leadership.  For managers, intelligence — both cognitive and emotional — is important. But research says that employees rate trustworthiness as more important than competence in their managers.

I think that’s because so many managers lead people who are smarter than they are. The staff doesn’t expect the boss to be a genius; they want a supervisor they can trust.

Trust is confidence, in the face of risk, that another person will act with integrity. Tell the truth. Share credit. Take blame. Make decisions based on values. Reject prejudice.

We earn the trust of our team over time. But it takes vigilance to maintain it, even if we have the best of intentions. That’s because we tend to overestimate our own abilities and think we’re more reliable or principled than we really are.

We have blind spots and biases that can erode trust. We often discover that the hard way, through an obvious mistake or from candid feedback about our shortcomings. Read more

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Thursday, June 12, 2014

Controlling business puppet concept

5 reasons managers are addicted to “fixing” – and how to recover

I admit it. I’m a recovering fixer. Show me a piece of copy and my fingers get itchy. I crave contact with a keyboard, with a gnawing urge to tweak someone’s writing a little — or maybe a lot.

Then I remind myself of the pledge I took years ago:

“Remember, Jill. Sit on your hands. Coach, don’t fix.”

I adopted that mantra so I’d have to learn how to help my newsroom staff improve their work without taking away their ownership, responsibility, and too often, their pride in performance. I’d have to learn to teach, not just do. Moreover, I’d need to teach in a way that would help people discover ideas and approaches for themselves, instead of just following instructions from the boss.

Now, in my leadership workshops, when I identify myself as a recovering fixer, I ask if there are any others like me in the room. Read more

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Thursday, May 22, 2014

Jill Abramson_AP

So what the heck IS a good management style, anyway?

There are no perfect managers. Not Jill Abramson. Not Dean Baquet. Certainly not Jill Geisler when she ran a newsroom, and she’s now a leadership teacher, for heaven’s sake.

Every manager has strengths and challenges. And on any given day, you, as a boss, will disappoint someone.

You hire and promote people while rejecting others. You accept and advance one person’s idea but pass on someone else’s. You hold people accountable for quality and performance. You force them out of their comfort zones to learn new things (Hello, digital age.)  In tough economic times, you cancel projects they love, freeze or cut their salaries and lay off their talented friends.

And if you’re like most people, you do all that with little or no training in how to lead a team. Your training was in journalism, or in whatever craft in which you performed well enough for your bosses to say, “We like what you do, so how ’bout we put you in charge of that work?”

But you don’t just manage work. Read more

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Thursday, Apr. 24, 2014

productivity_small_jillgraphic

Six questions to help managers get control of their time

As I scour today’s management literature, I’m struck by how much of it relates to personal productivity. We’re seeking secrets to working smarter. Getting more done. Becoming more effective. Learning when and how to say “no.”

Here’s the problem: We’re searching for a perfect answer in an imperfect world. I’m convinced there is absolutely no one-size-fits-all solution for gaining greater control of our time, output, stress and success.

Our time management strategies need to take into account our formal and informal responsibilities, workplace cultures, bosses, technology, training and our personal strengths, styles and quirks — not to mention the vast array of skills and needs of people who report to us.

That’s why I spend a lot of time coaching people in our seminars and workshops, so I can ask them targeted questions about their individual situations and help them discover solutions.

What I offer now is a bit more impersonal, but it’s a quick series of questions for you, just like the ones I’d ask face-to-face. Read more

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Monday, Feb. 17, 2014

A business man is sitting in the palm of his bosses hand on a white background. He looks unhappy and feels trapped and weak at his job. Use it for a strength or struggle concept. (Depositphotos)

Why employees resent a ‘Bigfoot Boss’

Great bosses often have big talent, big ideas and big reputations for excellence. But here’s what I’ve learned: Even when those respected leaders are larger than life, they have remarkably small feet.  Said another way: They don’t “Bigfoot” their employees. They don’t stomp like Sasquatch on their colleagues’ ambitions and successes.

Employees resent “Bigfoot Bosses” because they are takers. They rob people of opportunity, advancement and job satisfaction as they:

  • Take credit for the work of others
  • Take the spotlight when it could be shared
  • Take high-profile assignments for themselves
  • Take more control over their employees than is truly necessary

They may do it out of fear, insecurity, or some misguided response to that oft-heard business advice about “building your personal brand.”  But they are headed for disappointment.

Managers with a reputation for bigfooting others are unlikely to be seen as true leaders.  What they gain in short-term glory or power, they lose in respect and collaboration — and ultimately undermine their own success. Read more

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