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Self-sabotagers. Internalisers. The quiet people. The nay-sayers. People are people. What is the job of the manager when people don't show up as we expect them to?

This is the second of a two-part episode and in this part, Brenda McGuirk zooms in on the individual in the team. She reflects on the tyranny of having to be a team player and warns against the manager, through their behaviours, demonising somebody in the team.

She offers a way for the manager to create an environment that facilitates, not isolates, the quiet or dissenting voices in a team.

If part 1 was about teams in moments of change, this part of our conversation is about the person in the team. And of course about Brenda herself and why she is very happy at this stage in her career not to be managing people.

She touches on topics like managing diverse personalities, facilitating change, building trust in teams, handling difficult conversations, creating inclusive work environments and self-awareness in leadership.

About Brenda
Brenda McGuirk began her career in the paint labs of Sullivan Bluth Studios in Dublin before moving into production management at Fox Animation Studios in Phoenix Arizona. Staying in production and programme management and leadership, she moved into the world of educational technologies upon her return to Ireland, working for organisations like AOL, ThirdForce Mindleaders, Learnovate, and CJ Fallon. At the time of recording, Brenda is Head of Product Education for Soap Box Labs.

Join the conversation and make connections by joining The Manager's Moment Club on Linkedin. And connect with me, Belinda Brummer, there too. For bonus bits, show notes and episode transcripts, click here.

Nurturing Change: I ask the question, with Brenda McGuirk (Part 2 of 2) 34:11 Share

The Manager's Moment

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Nurturing Change: I ask the question, with Brenda McGuirk (Part 2 of 2)