Wake-Up Calls for Managers
For the hard parts no one prepares you for
When the path isn’t clear, the stakes are high, and the answers aren’t obvious—this is where managers struggle most.
Wake-Up Calls for Managers delivers practical, real-world guidance for navigating:
- Tough conversations
- Leading through uncertainty
- Building influence without authority
- Driving results through others
The Leadership Caffeine Blog
Reaching for the Executive Ranks, Part Three—Developing as an Integrative Thinker
Earlier articles in this series focused on 'Developing as a strategist' and 'Strengthening Executive Presence.' This is the first of a two-part series on 'Strengthening as an integrative thinker.' -- Solving for the problems of direction, choice, and approach The...
Reaching for the Executive Ranks, Part Three—Developing as an Integrative Thinker
The essence of your role as a senior manager is problem-solving through decision-making. Cultivating your critical thinking skills is right up there with the need to lead effectively at scale, project the presence essential to building credibility, and galvanizing support In this article, I share a case study and some resources for strengthening as an integrative thinker.
Why You Need to Find Work that is Exhilarating
No job is perfect, however, when you manage to align your sense of purpose with a cause that brings this purpose to life, the work can be exhilarating at times and enjoyable all of the time. If time is running at a snail’s pace and there’s no joy in the work, it’s time to pursue a reset.
Q: How Long Will This Strategy Work Take?
In reality, the work of strategy is some of the most challenging thinking work a firm’s members will do. And truth be told, it’s never really finished. Strategy is a process, not an event, and the work of evaluating, diagnosing, and choosing are never-ending activities.
Maintaining Control When Feedback Discussions Take a Wrong Turn
Regardless of your best planning, careful observation, and deft delivery sometimes feedback discussions blow up in your face. Here are three common reactions and how to steer the feedback discussion back on track if you encounter them.
Leadership Caffeine—Strive for Your Best Leadership Self Daily
It’s easy to spend your working days in perpetual hair-on-fire mode. However, learning to lead effectively is a long-term continuous improvement project. Here are 10 ideas you can apply daily to strive to be your best leadership self.
Why Many Leaders Feel Like Misfits and What They Do About It
When you sign-on to lead, you turn in your “one of the gang” membership card. This can lead to feelings of disconnectedness and what I term: leadership misfit syndrome. Here are four ideas to help you move beyond this syndrome and strengthen your engagement and enjoyment of your role.
Of Leaders and Men: Goodbye to Eric J. Lieberman
The world became a little less creative, a little less gentle, and just a bit less interesting last week when Eric Lieberman passed away unexpectedly. Eric was a friend for twenty years. He also happened to be my boss for part of that time. Here are some reflections on life and leadership lessons I learned from him along the way.
Guest Post: What You Buy Reveals Your Heart’s Purpose
We personally love the idea that we can live our purpose every day, not only in our lives and career, but can extend that purpose through the choices of who we buy from and those we don’t buy from. We’re optimistic that if we follow our purpose, we’ll support a growing number of companies which are creating social good.
Leaders—Beware the Image You See in the Mirror
Leaders too often exist in a bubble of their own creation. They view their actions and utterances through their own filters and fail to take into account how they are perceived by others. Objects staring back at you in the mirror are not always as they appear.
A Manager’s Communication Rules for Survival and Success
A day in the life of a manager is a day spent navigating challenging communication situations. Successful managers understand the importance of building their messages using the three legs of the communication stool. They also understand how to apply six key rules and tools to succeed in challenging communication situations.