If you've ever worked in an environment where accountability was in short supply, you understand how toxic this can be for everyone. Effective managers understand and tap into the power of accountability. Of course, accountability always starts with the manager.
Very few of us escape our careers without working for a dictator-manager at some point in time. If it's your time, here are 4 tactics you can use to keep your values and your sanity intact:
We're all guilty of building obstacles to progress in our minds. Successful managers learn to unpack those obstacles and overcome the self-limiting beliefs holding them hostage. Here are 8 key questions to help:
In most workplaces, we operate with loosely coordinated groups and not teams in the true sense. These groups lack purpose, coaching, structure, support, and leadership, and as a result, sub-optimize. Fortunately, the ingredients and recipe for effective team development are not locked away somewhere in a vault. Mostly, they are basic blocking and tackling.
There's an awful lot of conventional wisdom that is nothing more than a cover for organizational and managerial laziness. It pays to cultivate an allergic reaction to anything that smells like: "We've always done it this way."
Tackling the role of First-Time Manager is challenging. Everything is new and in too many cases, there's no one to guide your way. That's why I created my free webinar: How to Overcome the 5 Big Challenges First-Time Managers Face, and my new distance professional learning program: How to Succeed as a First-Time Manager.
It's possible for organizations to contract a potentially terminal case of under-performance while pursuing a culture that emphasizes not only collegial interchange, but a sense of what I can only describe as niceness. High performers and high performance cultures thrive on challenge and push, not coddling or sheltering from reality. As a leader, you set the tone.
Building high performance teams is a critical part of a leader's job. However, when you build the team without clarity and commitment for the mission, watch out for these 5 painful leadership lessons:
Your good intentions to help that difficult employee change can lead to a major misfire on your part. Recognize that it is not your job to fix a difficult employee, but rather to provide the tools, environment, timeline and accountability for the individual to change. The results are up to the individual and the implications of failure must be clear.
It was a fascinating experience in contrasting decision-making styles. One moved fast and made decisions on the run. The other studied an issue until the perfect answer emerged. According to HBR, high performing CEOs exhibit speed and conviction when it comes to decision-making.