While many individuals deliberately keep their work personas and their personal personas separate, I checked, and each of us is one person. Yet, the faster you grow comfortable letting them see you as that whole person, the faster they’ll trust you. And yes, trust is the critical foundation for high performance.
Are there leadership do-overs? The answer is a firm, "It depends." In this article, I share the circumstances where it is appropriate to hit your Leadership Reset Button and I offer guidance for succeeding with this important work.
The point in time when you step into a new leadership role is simultaneously exciting and uncomfortable. Your start-up as the new boss is the early-awkward phase for everyone involved. Here are six steps to help you start strong with your new team:
In Part 3 of this series, the emphasis is on managing the discussions successfully with empathy and clarity. It turns out when the feedback discussion goes off the rails, as happens all too often, it's because empathy and clarity were nowhere to be found.
For those leading and managing, it's time to change. The life-safety of our colleagues is of paramount importance in every sector. The economic safety of our employees is right there with the financial security of our customers. And, the road ahead isn't clearly marked. We'll have to navigate together.
Every year in time for the Thanksgiving holiday in the U.S., I share thoughts on why everyone in a leadership role should be thankful for the privilege of serving and leading. Here are a few reasons to pause and reflect on as you count your blessings.
I’m an advocate of leaders practicing Swift Trust in the workplace. Given that time-to-trust is an essential driver of time-to-performance on teams, the approach makes sense, yet it is not risk-free—it will backfire from time-to-time. Here are some approaches to help you recover when someone makes you question your decision to trust them:
While there may be a variety of x-factors that contribute to the most successful teams (observation isn't causation), how they communicate and ultimately collaborate is at least part of the equation for success.
My favorite part of working with good managers is their seeming superpower to make their difficult jobs guiding and engaging with team members and stakeholders look easy. Here are 8 key behaviors I've observed in these managers:
It’s impossible to lead effectively if you don’t have an open line of communication with your team members. Here are six ideas to help your team members open up to you:
