We will explore:
- How to typically approach a tough conversation –– any memorable ones stand out that you feel like you navigated really well or really poorly without providing too many details and what you learned?
- How do you know when it’s time to put someone on a coaching plan or a PIP?
- When you think about coaching, especially challenging employees, what tactics have worked best for you?
- We’re in really challenging times right now, and it’s important we recognize that and give people as much understanding and flexibility as possible. At the same time, there is work that needs to be done, and we have to continue to hold people accountable. How do you think about performance management during this particular time?
- These are tools for both managers and employees. They facilitate difficult conversations by keeping things focused and measurable, which can cut the tension with difficult employees.
More training on Leadership:
Understanding the financial side of our business
Learn how to make the budget work for you, rather than the other way around.
Your power as an informal leader
You don’t need to have rank and seniority to exert leadership. What you prioritize, what you value, how you listen, how you communicate, whose voices and views you feature, who you lift up, small gestures of mentorship, open-mindedness to advice and counsel — these all are informal acts of leadership.
Management is a marathon
Practical advice for new managers (and potential new managers) on overcoming obstacles, working effectively in a hybrid newsroom, pacing yourself and, always, moving forward, even when you hit that wall at Mile 20.