In the world of sports, you’ve probably heard a few familiar sayings about practice. These are usually offered as a correction to the old idea that “practice makes perfect.” Two of the most common are, “Practice makes permanent,” and “Perfect practice makes perfect.” No matter who originally said them, the message is clear: how you practice matters. This idea doesn’t just apply to athletes; it applies to anyone trying to learn and apply a new skill.
Posts by Scott Robley
Happy New Year! Each January brings a familiar cycle. We set resolutions with high motivation, goals, and a fresh-start energy, but then distractions, overload, and old habits creep in. Before long, our aspirations turn into perspirations. The same patterns can show up in organizations—and especially in training initiatives. So how do we break the cycle …
I just completed the Strength Deployment Inventory and have been reviewing my results. I’m curious about how these insights could help when holding a performance-related conversation with someone else. Any suggestions?
I need help addressing crosstalk in virtual meetings. During meetings I can see people trying to discreetly type and I can see facial expressions. I’m trying to ignore it and not let it bother me, but it’s distracting, and I fear its hurting morale. To be candid, I think it’s immature, unprofessional, and it feels like middle school behavior, but I don’t know how to address this or if I even should. What’s the best way to handle this?
How do I talk about a promotion that has been promised for many years? Previously I was told the conditions of the country were why I couldn’t be, but I think I have been denied the promotion due to bias towards me.
How would you manage two team members who refuse to work together after missing project deadlines and blaming each other for the failures? Without knowing what caused the underlying conflict, what steps would you take as their supervisor?
I work with colleagues that seem to avoid Crucial Conversations. I think they are either afraid or doubt whether they’re in the position to speak up. How can I help them develop new perspectives on having difficult conversations and get them to at least try?
My role involves working with all departments in the organization. I send important emails to executive teams and usually do not get replies. As an internal consultant, I need to get information from the C-suite. What should I do?
My 80-year-old dad is experiencing cognitive decline, has had eye surgery on both eyes, and is deaf. One of my siblings says that my dad is a “terrifying” driver. But no one in the family is doing anything about it, probably because they’re all busy raising families. How can I talk to them about my dad’s driving? And how can we talk to our dad, who will not take lightly his car keys being taken by his children?
I have a new employee on my team who is very knowledgeable but shares her knowledge in a very know-it-all fashion. I’m concerned this will lead to a disconnect between her and the rest of the team. I want her to develop good relationships with our team members, but I’ve noticed that her tendency is driving people away. Some folks on my team have also noticed and let me know. How do I “coach” her? I’ve never had to coach to personality traits before. It’s so much easier to address poor performance or disrespect, but this? What can I do?