The Leadership Caffeine Blog
The Six Core Programs of Your Personal Manager Operating System
Managing is hard work for so many reasons. From the challenges of dealing with people and personalities to the never-ending, ever-growing lists of things to do, often with conflicting priorities, it’s a tough job. Yet, when I explore the stress points with struggling...
The Six Core Programs of Your Personal Manager Operating System
From the challenges of dealing with people and personalities to the never-ending, ever-growing lists of things to do, often with conflicting priorities, managing is a tough job. Yet, when I explore the stress points with struggling managers and ask some questions, I often discover they are attempting to execute their role without the benefit of what I describe as a Manager Operating System. Here are six critical components of every manager’s effective operating system:
HR Has Yet to Establish Credibility As Weapon in War for Talent
While not quick to throw stones as my own functional counterparts (sales and marketing) have plenty of their own challenges, it is time for HR to stand-up and be counted on as a key enabler of strategy. They can start by helping their firm institutionalize talent identification, recruitment, retention and development.
The Leadership Art (and Importance) of Encouraging Constructive Dissent
This topic goes to the heart of creating an effective feedback culture—one where everyone is comfortable tackling the tough topics and highlighting when the Emperor has no clothes. The discomfort of a team in expressing alternative viewpoints with a leader is one sign that all is not right with the feedback culture. In many cases, some simple behavioral adjustments and appropriate reinforcement on the part of the leader can open the spigot to some great ideas from some smart people. Remember, the contest is in the market for the hearts, minds and dollars of your customers, it’s not in your team meetings to show that you’re the smartest.
We Are All Just Temporary Stewards
From my own perspective, I like the concept of thinking about our tenure as finite. It creates a sense of urgency and it helps focus on priorities. I’ve observed too many corporate managers that lost track of the fact that they are not guaranteed a job or even that their company will be there next week. Once you start acting like you own the bricks and mortar and the chair and desk that you sit at and even the people that work for you, your judgment clouds, your motivation weakens and your intentions become suspect.
Drive Out Fear in Your Organization’s Leadership Approaches
Spend some time to determine whether “fear” is a factor in your organization. If people are in fear for their jobs or living in fear of falling under the wrath of a bully boss, they will not create, innovate or even execute their basic job functions in a quality manner. While today’s corporate bully is not shaking down the other kids for lunch money, he or she is shaking them down and stripping away their self-esteem, their drive and their desire to help the organization succeed. It’s time to hit back.
Strengthen Your Team By Seeking People Who Believe that They Can Grow
Look back on your own recent string of hires and promotions, and if your batting average is lower than you would like it to be, consider Ms. Dweck’s advice: “look for both talent and a growth mind-set in prospective hires—people with a passion for learning who thrive on challenge and change. And remember to open your eyes and look around you for talent in unexpected places. Your greatest future success stories might be closer than they appear.
Do Your Employees Truly Believe That They Can Make A Difference?
The survey of Fortune 500 employees offered an interesting insight into what your employees might really be thinking while you as a leader are delivering yet again, another of your famous “take risks, innovate, create and you are empowered” pep talks. The survey results said that 79% of respondents understood that they were accountable for “taking initiative and bringing about change,”40% of the respondents indicated: “they do not believe that they can make a personal contribution.”
Lousy Customer Service Starts with Sloppy Leadership
While I am fascinated (morbidly so) at the number of people that make their living through customer contact that don’t understand how to contact customers, I am mortified at the sloppy leadership practices and sloppy leaders that allow poor customer service to rule the day. My armchair diagnosis is that these leaders suffer from an unhealthy mix of arrogance, apathy and ignorance. They either don’t give a damn or don’t know. Both are inexcusable.
Leadership Development Carnival #2 at Great Leadership!
Check out the fantastic collection of articles and leadership bloggers at Great Leadership. Thanks to Dan McCarthy for an outstanding job at his outstanding blog. I’ll be off on vacation this week, but Dan is providing you with 41 great articles, so enjoy and I’ll see you next week! -Art
Constancy of Purpose In Pursuit of Success
Organizations and individuals march forward when they have a clear goal and sight and are driven by some deep collective conviction that when successful, the world will be a better place, that they will be better professionals and that their positions and as a result, their families will be secure. The earlier that a leader understands that creating “constancy of purpose” is a core task, the faster they are on their way to truly fulfilling their obligation and responsibility as a leader.