Here's a Fun-Fact from my Career Reinvent Boot Camp programs: 50% of participants would prefer to reinvent their careers (change what they do) without leaving your organization. Unfortunately, most of them end up leaving your firm. Here's why and here are some ideas you can rethink your approach to career development in your organization:
Now is not the time for the dominant logic surrounding managing and leading to prevail. That's how we got here, and "here" isn't so great. It's essential we find better ways to inspire, motivate, and engage great people who want to make a difference in our organizations. Here are twelve places to start:
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.
It turns out; it’s not easy to find programs and providers that deliver growth opportunities. There’s a lot of program offering great content and entertaining experiences, but not real growth opportunities. Here are five key questions to ask potential providers before investing:
While we live and work in interesting times where traditional elongated planning processes no longer fit, leaders still have the responsibility to define a coherent strategy. Choosing the right tools for strategy work in today's environment is critical for a successful process.
Before embarking on your journey to reinvent your career, spend time assessing your motivations. For many, a like-kind job change to a new environment is the right move. Here's why:
There’s pressure for everything to move faster in our organizations at a time when it feels like we’re all trying to run through water or worse. Here are eight questions for you and your team to jump-start moving faster:
Having spent millions of dollars of my budget and many hundreds of hours of my time, and probably tens of thousands of hours of the combined time of my team members, I’ve cultivated some strong likes/dislikes and some powerful lessons learned. Use these in outstanding professional development health with your teams and colleagues.
If you are a manager responsible for promoting and developing a new manager, the hard work begins during selection and continues long after in the form of observing, teaching, and coaching. There are no shortcuts to building the next generation of effective managers.
It's always bothered me that building a healthy working environment isn't described in most managerial job descriptions. This is the most important work a manager can engage in to strengthen engagement and performance, yet working on the working environment is ignored in the daily rush for results. In this article, I offer ideas and approaches to help managers jump-start this critical work.
