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Anne Caron

People Strategy Expert - Author - Speaker - Ex-Google

Anne Caron is an accomplished author, international speaker, and a recipient of the APAC Insider Awards for her exceptional contributions to HR mentoring and company culture development. With a Master's degree in International Business from KEDGE Business School, she currently serves as a People Strategy Expert at Anne Caron Consulting. Anne's expertise lies in various facets of people strategy, including company culture, performance management, employee engagement, and hiring strategies. She excels in team and organization setup, workforce empowerment, process optimization, innovation, project management, and employee relations problem-solving. Her previous roles include being a community lead at Xoogler.co, a partner at Trellis Asia, and holding various managerial positions at Google and Douge International.

Highlights

Jun 28 · linkedin

Letting go of employees is not fun, but a necessary and healthy practice in any business. Do not procrastinate!

Over the past years advising CEOs and senior management, I have seen that what makes a good leader is their ability to make difficult decisions in a timely manner. And letting go of an employee is one of those difficult times (especially when that employee is a co-founder!). And not making that decision will have a negative impact on the business, this is a fact!

Retention has always been seen as a positive sign in a business. Allow me to question this and say that a “retention at all cost” strategy can actually be very dangerous. For your teams, for your business and for the employee you are not letting go.

First because waiting for employees to go by themselves is NOT a good practice. By doing this you deny your role and responsibilities as a leader and the situation will deteriorate to such an extent that employee-employer relationship will be forever broken.

The right way of "letting people go" is to take action as soon as you realise that this is not working. When the employee's performance is not on par with the expectations for the role, we are in a LOSE-LOSE situation and everyone loses!

Second, there are no such things as WIN-LOSE situations at work. There are only WIN-WIN and LOSE-LOSE situations. If the business does not get what it needs from the employee, it means that the employee is also wasting their time and their potential in the role!

Firing employees does not have to be a bad thing. It has become a bad word for sure, but it can be positive when done well. Your role as a leader and a manager is to keep the relationship on the positive side for everyone.

Good managers help their team figure out what they are good at and where they would feel the most fulfilled. This may be in a different team, a different department… or a different company! Reallocating an employee to another team just for the sake of not letting them go is terribly wrong!

And this is true for high performers too! Don't be selfish, help your team find the right next role for them, one where they will thrive and be happy, be it within your team, your company... or not ;-)

#PeopleStrategy #PeopleManagement #LeadershipTips #HighPerformingTeams #FromZeroTo1000

Jun 19 · linkedin

Manager: “I have too many meetings, it takes too much of my time, I can’t do anything anymore!” Me: “Isn’t your role to do exactly that? Meeting with people to get the work done effectively?”

I can’t remember how many times I’ve had this conversation, but too many times for sure 😂

While most managers complain about spending too much time in meetings, the reality is that the more senior a manager becomes, the more time they NEED to spend in meetings. Meetings are where decisions are made, where information is shared and where feedback is provided. Basically, where all the critical responsibilities of a manager take place! So when you become a manager, you spend more time in meetings than at your desk. This is part of the job.

Because when you become a manager, it is not about your performance anymore. The focus shifts to the team’s performance. As a manager, you are responsible for meeting the goals of your team (not just your own), you are liable for other people’s performance, and your people depend on you for growth and success.

To meet the team’s goals, the following is now expected of you:  👉 Helping team members understand their role and responsibilities 👉 Supporting them in setting up the right objectives 👉 Providing necessary information and context for the team to perform well 👉 Monitoring performance regularly to identify red flags and take swift action 👉 Removing roadblocks as and when relevant 👉 Ensuring good relations with cross-functional teams 👉 Providing personal feedback to help team members improve and grow 👉 Managing poor performance and low motivation 👉 Taking swift action on unacceptable behaviours 👉 Reporting to top management

And yes, this takes time. Time that you won't have unless you rethink your priorities and reorganise your calendar accordingly.

The above are the key to performance! And ensuring that managers dedicate the majority of their time on performance is the number ONE priority of a leader.

💡 Managers are the #1 driver of performance in an organisation. Not the CEO. Not HR. Not a performance management system.

#PeopleStrategy #OrganisationDesign #PerformanceManagement #PeopleManagement #FounderTips #FromZeroTo1000

Anne Caron
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Singapore