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Articles by Ed Batista
Feedback - Then What?
Thursday, October 20th, 2022 Feedback – Then What? “Feedback is the breakfast of champions.” – Ken Blanchard In a CPA firm, the staff would receive performance feedback annually. Thank goodness we have advanced to where feedback is quarterly, monthly, and, as it should be, daily. The new workforce wants to know how they are doing immediately. Firms are better at giving ongoing feedback, but most firms still have an annual or semi-annual, more formal feedback system.
This word is especially effective when you need to give critical feedback
By Ed Batista 5 minute Read A common scenario in my practice is the leader who’s unhappy with an employee’s performance or a team’s results and is struggling to find the right way to express their discontent. This generally isn’t the leader’s immediate response to a lack of progress or outright failure. My clients are aware that starting with curiosity and empathy helps employees overcome obstacles and deal with setbacks most effectively.
Thrive & Excel |
Monday, November 30th, 2020 Thrive & Excel “The key to learning is feedback. It is nearly impossible to learn anything without it.” – Steven Levitt What kind of feedback are you offering at your firm? Is it an annual performance feedback session, a semi-annual review, or maybe quarterly “touch-base” type feedback meetings? Some firms have eliminated formal performance reviews completely. Hopefully, firms are offering frequent feedback and keeping the entire process very simple and direct.
Stop Worrying About Making the Right Decision
Much of my work as a coach involves helping people wrestle with an important decision. Some of these decisions feel particularly big because they involve selecting one option to the exclusion of all others when the cost of being “wrong” can be substantial: If I’m at a crossroads in my career, which path should I follow? If I’m considering job offers, which one should I accept? If I’m being asked to relocate, should I move to a new city or stay put?
How to Talk to an Employee Who Isn't Meeting Their Goals
My client Aaron was recently promoted to senior director at a bio-pharmaceutical company. At a recent coaching session, he looked particularly harried. He confessed he hadn’t been sleeping well because he was worried about the performance of a direct report named Josh. It wasn’t so much Josh’s underperformance that was troubling Aaron — he was worried about telling Josh that he wasn’t meeting his goals. Aaron struggled with difficult conversations.
One Way to Reduce Gender Bias in Performance Reviews
Love them or hate them, performance evaluations are staples of the modern workplace. Quantitative ratings have long been touted as impartial tools for measuring worker quality and ensuring fairness in promotion and compensation decisions. But more recent research shows that quantitative performance ratings are far from objective; while they may make the task of comparing workers easier for managers, they are riddled with gender bias.
How to Use Negative Feedback to Fuel Your Career
Is negative feedback from your boss pulling you down? Here's what you need to know about receiving negative feedback well. Read this infographic to learn about the 4 ways to use negative feedback to fuel your career growth.
Building a Feedback-Rich Culture
As an executive coach and an experiential educator, I’m a passionate believer in the value of interpersonal feedback. To become more effective and fulfilled at work, people need a keen understanding of their impact on others and the extent to which they’re achieving their goals in their working relationships. Direct feedback is the most efficient way for them to gather this information and learn from it.
How to Really Listen
One morning, my wife Eleanor woke up, turned over, and said, “I am not looking forward to this day.” I asked her why. What came out is that we were at the start of the Jewish high holy day season, which means colder weather and three weeks of big social meals, long religious services, broken routines, and children out of school. Eleanor didn’t grow up with these traditions, and they can be overwhelming. Now, I run a management consulting company; problem-solving is what I do.
Make Getting Feedback Less Stressful
Much of my work as an executive coach and an instructor at Stanford’s Graduate School of Business involves helping people improve their abilities to deliver feedback more effectively. It’s a critical skill, particularly for both leaders in flat organizations where giving orders is generally counter-productive and for anyone who needs to manage up or across by influencing their bosses or peers.
Learning to Say “No” Is Part of Success
Success* is often built on a reflexive habit of saying “yes” to opportunities that come our way. We’re hungry for any chance to prove ourselves, and when we’re presented with one, we take it, even—or especially—if it seems daunting.
Make Getting Feedback Less Stressful
Much of my work as an executive coach and an instructor at Stanford’s Graduate School of Business involves helping people improve their abilities to deliver feedback more effectively. It’s a critical skill, particularly for both leaders in flat organizations where giving orders is generally counter-productive and for anyone who needs to manage up or across by influencing their bosses or peers.
Setting the Record Straight on Switching Jobs
Stay in a job for at least two years.” “Never leave a job until you have your next one lined up.” Everyone from your mother to your mentor has advice about the best way to switch jobs. But how can you know whom to trust? Especially since what was true in the job market 20 years ago — even two years ago — is not necessarily gospel now. And the market is constantly changing. Consider the power dynamic between candidates and employers, for example.
What Millennials Want from a New Job
Millennials, it seems, really are the job hoppers people say they are. Those born between 1980 and 1996 are the most likely to look for and change jobs, according to Gallup’s new report “How Millennials Want to Work and Live.” Our research — which provides an in-depth look at what defines Millennials as employees, people, and consumers — both confirms and casts aside some of the myths about this particular generation.
Tips for Coaching Someone Remotely
Leaders are providing less explicit direction to their employees these days, and relying more on coaching as a leadership tool, as organizations become flatter and more dependent on knowledge work. But many people also manage teams that span locations and time zones, which means they must do at least some of their coaching virtually.
How to Focus on What’s Important, Not Just What’s Urgent
Do you get to the end of the day and feel that you’ve met your most pressing deadlines but haven’t accomplished anything that’s fundamentally important? You’re hardly alone. In a series of studies recently published in the Journal of Consumer Research, people typically chose to complete tasks that had very short deadlines attached to them, even in situations in which tasks with less pressing deadlines were just as easy and promised a bigger reward.
Dos & Don'ts: Giving a Stellar Presentation
Public speaking often tops the list of people’s fears. Fear of humiliation is at the root of our performance anxiety. Another problem is that speakers often set a standard of perfection for themselves that they will never live up to.
To Stay Focused, Manage Your Emotions
A leader’s most precious resource is not their time. It’s their focused attention. Time merely passes, while focused attention makes things happen. When we’re able to gather and direct our attention toward a particular task or interaction, we can have a significant impact in a minimal amount of time. But when we’re unable to bring our attention to bear on the work at hand, all the time in the world is insufficient. So what are the implications of this for leaders?
A Better Way to Manage Your To-Do List
When my wife Eleanor was a little girl, maybe nine or ten years old, she needed new shoes. So she told her mother and they agreed to go shoe shopping the following Saturday morning. But when Saturday rolled around, Eleanor’s mother was too busy and realized she wasn’t going to be able to fit in the shoe-shopping trip. So she told Eleanor they’d have to do it later. “How about two in the afternoon?” At that, Eleanor relaxed.
Setting the Record Straight on Switching Jobs
Stay in a job for at least two years.” “Never leave a job until you have your next one lined up.” Everyone from your mother to your mentor has advice about the best way to switch jobs. But how can you know whom to trust? Especially since what was true in the job market 20 years ago — even two years ago — is not necessarily gospel now. And the market is constantly changing. Consider the power dynamic between candidates and employers, for example.
When You Give Your Team a Goal, Make It a Range
Goals! Managers love setting them. Employees (hopefully) want to achieve them. And for good reason. A well-constructed and thoughtfully considered goal can be extremely motivating and rewarding. It’s no surprise, then, that they are a staple of any modern day manager’s motivational toolkit. Want to focus your organization on winning new business? Then set the sales team a goal for the number of outbound calls made, business development meetings arranged, and trade show contacts followed up on.
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How Great Coaches Ask, Listen, and Empathize
Historically, leaders achieved their position by virtue of experience on the job and in-depth knowledge. They were expected to have answers and to readily provide them when employees were unsure about what to do or how to do it. The leader was the person who knew the most, and that was the basis of their authority. Leaders today still have to understand their business thoroughly, but it’s unrealistic and ill-advised to expect them to have all the answers.
Happy Workaholics Need Boundaries, Not Balance | HBR Ascend
Success is typically a function of our passion for work and accomplishment—my clients and students are generally “happy workaholics” who love what they do and wish there were more hours in the day to get things done. (I view myself this way as well.) The concept of life/work balance isn’t that helpful for us, because there’s always more work to do, we’re eager to do it, and we wouldn’t have it any other way.
How to Step Out of Your Boss’ Shadow | HBR Ascend
I am always reminding my clients of the importance of keeping their boss happy. I tell them to develop positive, supportive relationships with their bosses, keep them well informed, anticipate their needs, and focus on the good points. But this advice didn’t work for a recent client, whom I’ll call Claudia. A senior manager in a Spanish construction company, Claudia had been working with her current boss for 11 years. Each time her boss changed positions she found a senior role for Claudia.
Why I Challenged My Kids to Start Companies Before College | HBR Ascend
When our two daughters finished their high school studies, my wife and I made them a deal: we would pay for college, but first they each had to run their own business for at least a year. In our view, this was an important entrepreneurial track to their education. They needed to know how the world works before they could know what they wanted from college. It was serious learning.
Taking Longer to Reach the Top Has Its Benefits | HBR Ascend
Most career advice today encourages us to move forward passionately, intentionally, boldly — and above all, quickly. Career coaches don’t make a lot of money from encouraging people to “get ahead slowly.” However, in terms of fulfilling our long-term goals for career success, patience can be an asset. That’s not to say waiting is easy. It can be frustrating and anxiety-producing.
What Millennials Want from a New Job - HBR Ascend
Millennials, it seems, really are the job hoppers people say they are. Those born between 1980 and 1996 are the most likely to look for and change jobs, according to Gallup’s new report “How Millennials Want to Work and Live.” Our research — which provides an in-depth look at what defines Millennials as employees, people, and consumers — both confirms and casts aside some of the myths about this particular generation.
The 4 Types of Ineffective Apologies | HBR Ascend
When I was growing up, one of my favorite television shows was Happy Days, and my favorite character on that show was Arthur Herbert Fonzarelli — or “The Fonz” — who was the epitome of cool. He could tap a vending machine, and free sodas would appear. He could change music on a jukebox just by snapping his fingers. He could seemingly do anything — well, except for one thing. He couldn’t admit he was wrong. He’d stammer, clench his fist. “I’m wrrrrr,” he’d say, literally unable to utter the words.
The Real Reason People Work out of a Coworking Space | HBR Ascend
Working remotely has many benefits: flexible hours, no commute, and autonomy and control over how you work, to name just a few. But as any remote worker will tell you, there are also considerable challenges. According to a variety of studies, isolation and loneliness are among the biggest complaints. Working remotely means missing out on the human interaction and social aspects that being in an office provides.
Learning to Say “No” Is Part of Success | HBR Ascend
Success* is often built on a reflexive habit of saying “yes” to opportunities that come our way. We’re hungry for any chance to prove ourselves, and when we’re presented with one, we take it, even—or especially—if it seems daunting.
What to Do When You Can’t Control Your Stress | HBR Ascend
Everyone can relate to a day at work that just starts off on the wrong foot. Perhaps you have just had an argument with a spouse or loved one, or you’re late for an appointment even though you had a million reminders in your schedule, or your inbox contains e-mail after e-mail with what seem like impossible demands. These days can feel really long, and before you know it, the smile is wiped off your face, and you dread your next customer or colleague-facing interaction.
What Young Managers Can Learn from Bill Gates | HBR Ascend
June 27, 2008 marked the last working day for Bill Gates at Microsoft. So much has been written and spoken about him that another column appears redundant.. The purpose of this post is to analyze what young managers can learn from perhaps the most successful entrepreneur of our times. As with any successful or great person, there will always be controversies. In an age where the distinction between means and ends is increasingly blurred, taking extreme positions hardly helps.
How to Not Fight with Your Spouse When You Get Home from Work | HBR Ascend
My coaching clients have hard jobs with big responsibilities that generate lots of stress, and many of their spouses and partners have similarly demanding careers. And yet one of the most challenging experiences in their day doesn’t occur at work, but in the first 15 minutes after they arrive home and greet each other.
Prioritize Your Opportunities with This Checklist
How do you evaluate a business opportunity? The world is replete with SWOT mechanisms for evaluating a prospective new product offering, as well as with opportunity assessment templates for evaluating a project against overall business goals, customer impact, strategic potential, and competitive urgency. These instruments play a vital role in acquisitions, new products and features, and even the new divisions of business you’d like to deploy.
Happy Workaholics Need Boundaries, Not Balance
Success is typically a function of our passion for work and accomplishment—my clients and students are generally “happy workaholics” who love what they do and wish there were more hours in the day to get things done. (I view myself this way as well.) The concept of life/work balance isn’t that helpful for us, because there’s always more work to do, we’re eager to do it, and we wouldn’t have it any other way.
Dysfunction Isn't Heroism
My coaching practice with senior leaders and my work with MBA students at Stanford provides me with a perspective on a wide range of organizations, from early-stage startups to global corporations. And I commonly hear about people doing things like this: This is deeply dysfunctional, and we know it. We know that sufficient sleep is essential for effective leadership, optimal performance, and emotion regulation.
Start Networking with People Outside Your Industry | HBR Ascend
Most professionals build their network over time through proximity — people from your business school study group, or colleagues from your current company or past jobs. You may have a few outliers in the mix, but unless you’ve been deliberate about your networking, the vast majority of people you know probably work in the same field or industry as you. It may seem innocuous, but that inadvertent myopia can put you at serious professional risk.
ADDRESS THE EDGES A D
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I N V E S
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O N LY 7 %
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D R E S S
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BE A MASTER “ FA
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MEASURE TWICE T H E
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S P E A K
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B A D T H
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F O N T S
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S TA RT W I
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M I N I M
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