Rachel Pacheco > Quotes

“For example, your employee, Duane, writes in his plan that his one-year goal is to be promoted to a manager. You think that Duane needs more than a year to gain the skills required for a promotion. The development plan allows you to start having conversations early in the year with Duane about the likelihood of promotion or what skills are required to get to the next level. This helps to prevent Duane from being sorely disappointed when promotion time comes around, and prevents you from being shocked that Duane actually thought he was ready for promotion! (Remember overconfidence bias? You’ll repeatedly be floored by team members who think they are ready for promotions.)”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“What does my team member love most about their role? •​Why would my team member leave their current job? •​What’s the best way to reward or praise my team member?”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“First, you’re starting from a place of data”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Lastly, send your team members an anonymous feedback survey.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“As a manager, you use coaching along with feedback and other more formal performance conversations to help your team member develop.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Coaching is a technique that allows a coachee to build the muscle around decision-making and to evaluate behaviors and options. •​”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Make upward feedback part of your team’s formal review process.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“develop goals that motivate, use those goals effectively, and understand when goals just don’t matter.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Don’t “over-caveat” the feedback. Comments like “I know you’ve been really stressed out and you’re doing great in so many other areas and you’ve had”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Second, you’re illustrating how the behavior impacts you, the team, or the client, thus helping the individual understand why this feedback is important.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“ACHIEVEMENT, POWER, AND AFFILIATION”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Effective feedback requires a clear example of how the individual can change or continue the specific behavior you are commenting”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“INDIVIDUAL DEVELOPMENT PLAN TEMPLATE”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Provide the feedback as close to when the behavior happens as possible.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Replace the word training in your team’s vocabulary with learning. Words matter in how we”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“But motivation—like relationships—is a complex beast. Our teams will be motivated by a combination of things. We can’t focus on one way of motivating and ignore the others. So get to know your team members and what makes them tick. A great manager tailors how they motivate each of their team members.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“We often talk about Meaning with a capital M. But there is also the small-m meaning: the fulfillment, excitement, and curiosity we get from the day-to-day.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“Here are some other tips to becoming a great coach: •​Ask open questions that require more than a yes or no response. •​Ask questions one at a time. Early on, you may have a tendency to pile on questions, especially as you look to get context and information. •​At the beginning of the conversation, ask for context but push for the context to be brief, and be comfortable asking for the context to be shorter. Often, we get so caught up in the story of a situation (he did this, I did that, then this happened) that we miss the nuggets of what actually matter (how I reacted, how it made me feel, what do I want to do next). •​Approach the conversations with true curiosity as opposed to fishing for an answer. Example: Why didn’t you do this? (fishing) vs. What prompted you to choose that path? (curiosity) •​Embrace the silence, even when it’s awkward. Let silence linger—don’t try to fill the silence with comments; give your coachee the space to think and process. •​Repeat back what you’ve heard to show that you’re listening and, more importantly, test that you’re understanding the conversation accurately. Often when something is played back to us, it allows us to reflect on what we said from a different perspective. •​When possible, set up next steps from the conversation. A powerful outcome of a coaching conversation is often a clear set of action steps and an accountability mechanism (which could be as simple as a check-in email a few days later). And my final coaching tip for you?”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“This person as my manager provides me consistent and helpful feedback to aid in my development. (1 to 5 scale) •​This person as my manager makes him/herself always available to me when I need him/her. (1 to 5 scale) •​Given what I know of this person’s management, I would always want him or her to be my manager. (1 to 5 scale) •​What is one thing your manager could do to make your job easier? •​Is there anything else you would like to add that would be helpful for your manager to develop?”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“MOTIVATION INTAKE”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“little tweaks early on in someone’s career have a huge impact later on.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers

“We inadvertently hold back our team members when we don’t give feedback.”
― Rachel Pacheco, Bringing Up the Boss: Practical Lessons for New Managers