We all intuitively know a toxic workplace is bad for our health. Jeffrey Pfeffer's latest book, Dying for a Paycheck, offers some data to back this claim. And while some may benefit from job change, others are motivated to reinvent their careers as part of saving their health and lives. This articles shares some of the insights gained in working with multiple career reinventors.
While the intent of the statement, "I've got an open door policy" is mostly positive, it's naive and out of time and sync in a world where managers are accountable for closing the power gap between themselves and their group members. Get up and get out and narrow the power gap while doing some good.
Unfortunately, do-overs in leadership are rare. Instead, work on rebuilding your leadership foundation mid-flight by using these three big ideas with your team.
There's a well-known mind-body connection when it comes to exercise. The hard work of career reinvention is helped considerably when you commit to a parallel activity of physical transformation
There's no doubt leadership development is important. However, top leaders in successful organizations understand they owe much of their success to great managers who make their firms go and grow. They also understand the connectivity between leader and manager and they focus on developing the whole professional.
For many mid-to-late career professionals, the lure of doing something different is strong. Unfortunately, the barriers in our minds are often stronger. A critical success factor is giving yourself permission to reinvent your career. Once you eliminate this hurdle, the process is navigable.
Filled with practical ideas and approaches to strengthen your performance as a manager, better support your team and drive results, High Performance Accelerator for Managers (live-online + mentoring) is a great next step for your professional development.
Too often, the identification of emerging leaders in an organization is done haphazardly or not at all. The Three Lenses approach give you and your fellow managers a consistent framework for observing, coaching, and assessing emerging leaders on your team.
Any conversation at work where you are asking someone for something is a form of negotiation. Effective managers and leaders use the principles of positive persuasion to get what they need and strengthen relationships in the process.
In our development of leaders, we focus on imprinting them with the same (important) but limiting behaviors. In today's world of change, it's essential for us to break this mold and work harder at developing and supporting individuals who lead differently.
