They asked the employees how uncertain their environment was. They asked the managers how extraverted they were. Zhang and Zhou ran a survey with 238 managers and 238 employees from different industries in China. The second study to explore was on environmental uncertainty. This made a positive cycle of trust and cooperation, where both leaders and employees gained from each other's input and output. They listened to and appreciated their ideas. They saw them as collaborators or contributors. Introverted leaders welcomed proactive employees. They saw them as competitors or challengers. Why? Adam and his colleagues found that extroverted leaders felt threatened by proactive employees. The more proactive the employees were, the worse the profits were under extroverted leaders. The result was conclusive: introverted leaders did better than extroverted leaders when they had proactive employees. They controlled for factors like location and customer base. Then, Adam and his colleagues looked at the profits of each store. ![]() They went to 130 pizza stores in the US and asked the managers how extraverted they were, and the employees how proactive they were. In 2011, well before the 3 New York Times bestsellers, Adam and his colleagues looked at employee proactivity. But what if I told you that some of the best leaders are quiet and introverted? Someone who speaks up, stands out, and takes charge? When you think of a great leader, who comes to mind? Learning my team’s recognition language in the first 1:1 (This is part of an ongoing series about product, leadership, and scaling! For regular updates, subscribe to ) But if we can be open with each other, I've found these questions can help us understand each others' values and goals, and set up our relationship as a long-term partnership from the first meeting. Talking through these big questions early in my relationship with someone new on my team can be scary - for both of us. If I give a talk at a partner team's all-hands, can I take a 2-minute dance break afterward to celebrate? Or swirl an exclamation point onto a post-it on my monitor so I can see it for the rest of the week? Taking time to celebrate makes these moments of recognition more meaningful, and gives me a whole new lever on my energy. Remind people to consciously celebrate recognition when they get it. If what matters is compensation, can they say that explicitly to their manager and to HR, and make sure they know how comp works at their company? If what matters is public recognition, could they ask to speak about their work at 3 partner teams’ all-hands in the next 6 months?Ĥ. When my teammates name what’s important to them and say it out loud, they’re practicing asking for what they need. Encourage people to become their own advocates. When I know someone’s “recognition language”, I can give them the validation that works best for them.ģ. At some points in my career, what I most wanted was to be promoted other times, I was most proud of getting praise from my peers. Learn how to give the right kind of recognition for each person. Listing a range of concrete options helps people think about what matters to them and also make it safe for them to say that comp or promotion truly is what matters.Ģ. But as their manager, I can explicitly invite those conversations, understand what’s important to people, and follow up on what I’ve learned. ![]() Not everyone feels confident asking about compensation or promotion. ![]() Provoke a conversation about what is truly important to each person. My *second* big question: “How do you know you’re being successful in your role?”Īnd then I rattle off a list of concrete ideas: “If you had to stack rank all the options, how would you rank: job scope, compensation, getting promoted, giving big talks onstage, your team saying nice things to you, seeing your product in customers’ hands, public recognition from leaders, private recognition from your manager, customers saying nice things about your product, a feeling that you’re doing something exciting. In my last post, I talked about a big question I ask in my first 1:1 with someone on my team: “Are you someone who has a clear, long-term career goal in mind, or do you tend to be more opportunistic about the jobs that come your way?” # Learning my team’s recognition language in the first 1:1
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