Work Happy: What Great Bosses Know

When I’m teaching about leadership and change, one of the key change “accelerators” I invoke is communication. It’s a skill that many managers — even those in media — take for granted. At a time when emotions and uncertainty are high, when people are learning new things and letting go of the old, when people on the outside are questioning and the people on the inside want to believe they know the right answers — they turn to their leaders. Too often, they get management-speak that’s aimed at boardrooms, not boiler rooms, and certainly not to newsrooms filled with people who write for a living and know fluff when they read it.

I don’t know what lies in store for The Washington Post. Maybe one day journalists will be quoting this memo for stories about failed strategies. But for today, it stands as an example of what to say when you want a room filled with nervous employees to believe.

We began posting the podcasts in 2010.  It was the popularity of these brief, practical audio lessons that led to the book contract for "WORK HAPPY: WHAT GREAT BOSSES KNOW."

As of today, there are 129 different topics in the collection.  According to the statistics provided by the site, most people use their phones or iPads to download them.  When I wrote the book, I tried to use the same tone I bring to the podcasts.  Leadership shouldn't be a lecture when it can be a conversation.

If you'd like to download the "What Great Bosses Know" podcasts, just click on this link.

And if you have topics you'd like me to cover in future podcasts, feel free to send your ideas my way!

I define feedback as:

Information with Intent to Influence

Just think about all the things feedback can influence: productivity, quality, motivation, morale, team-building, relationships, and risk-taking. When you consider that, it's a shame employees say time and again that they're hungry for feedback but fail to get it.

In a column and podcast today for Poynter.org, I share advice on how to close the feedback gap.  Just click on this link -- and feel free to send me YOUR feedback! -- Jill

We know that most managers come to their jobs without training in having tough talks -- and few of us enjoy doing them.  When we ask a class who has a difficult conversation pending right now at work, the majority of managers raise their hands.

  That's not entirely surprising. People defer them for a variety of reasons: Not enough time to prepare, too much fear of doing it wrong, too little confidence that things will get better. That's why we practice them in our workshops and seminars, using real-world scenarios relevant to our participants' daily lives.  In fact, they dream up the case studies. Butch and I model a few at the start, then turn things over to other to give it a try.

  If you are one of those managers who'd like to get better at tough talks, you'll be happy to know that there's an entire chapter dedicated to the topic in "WORK HAPPY: WHAT GREAT BOSSES KNOW."

  I share a process for preparing, initiating, conducting, wrapping up and following up on difficult conversations.

  But I want to make sure that you are equally proficient at positive feedback.  It's the foundation of your strong relationship with staff and it establishes your credibility when you have to approach someone about a problem or concern. You're not just a negative nitpicker.

  You're a boss who never misses a chance to share information, reinforce effort, show appreciation, offer encouragement, deliver praise and happily celebrate your team's accomplishments.  At the same time, you hold people accountable and let them know where they stand.  So yes, there's a chapter on positive feedback as well!

  If you'd like additional resources, feel free to check out  the "What Great Bosses Know" podcasts on iTunes U. You'll find free podcasts on feedback of all kinds, along with a library of topics covering the everyday situations managers face.

There's also a free online course on Poynter's e-learning site, NewsU.  Just click on this link to get to my difficult conversations course.

  But even if you read the book, listen to the podcasts and take the online course, I strongly recommend that you test-drive a difficult conversation or two with another manager.  If the talk is especially serious or challenging, you might want to ask your supervisor to do a run-through with you. It may seem odd or even hokey at first.  But trust me, it helps you avoid surprises and errors.

  In fact, people tell us the tough talk practice is among the most useful and practical things they learn in our programs.  And it helps them become great bosses.

I'm delighted to report that the paperback edition has been scheduled for release. If you check the Amazon.com page for the book, you'll see that the due date is January 7, 2014. Meanwhile the book is available hard cover, e-book (Kindle, Nook, iBooks) and audio book formats.

Q: In your book, you talk of the five "symptoms" of a healthy workplace culture. What are they, and what makes them healthy? A: In a healthy workplace culture: Employees know it's not a democracy, but their voices matter. When employees feel they can offer ideas and be heard, they are happier at work - even if they don't get to make all the final decisions.

If you'd like to listen and learn at your leisure, here's a link to the full library on ITunes U.

If you have topics you'd like to see added to the collection, feel free to let me know!