It's a fact of life as managers and leaders that we must generate results or we lose the opportunity to lead. While some environments are transactional, where the pressure for results at all costs breeds short-term behaviors, you always have the option to choose "How" you will lead. Here are nine ideas you can apply on the run to strengthen your team and promote great performance:
Anyone who has invested time in renovating an older home understands surprises and conundrums emerge every time a wall or ceiling is breached. There are parallels in the world of management where the twists and turns of the marketplace demand change. Great tradespeople and great managers find a way through wicked problems using creativity and critical thinking. Here are seven lessons I was reminded of during a recent renovation project.
Succeeding as a manager of managers is another career adventure steeped in ambiguity and shrouded in uncertainty. This article offers ideas to help you successfully navigate your new job as a manager of managers.
Not all micromanagers are created equal. Some are a lot more vexing than others. If you’re unfortunate enough to fall under their purview for a while, instead of letting the frustration get to you, it pays to develop coping and navigation skills. Here are some ideas to help you finesse a difficult situation:
My favorite part of working with good managers is their seeming superpower to make their difficult jobs guiding and engaging with team members and stakeholders look easy. Here are 8 key behaviors I've observed in these managers:
While we spend most of our time commiserating over bad managers and thinking and writing about seemingly super-human leaders, it’s most often the quiet, hard-working managers operating below the top-levels who make our organizations go and grow.
There’s a loud ring of truth to the old saw: “Culture eats strategy for lunch.” However, sometimes, the culture needs to evolve, or everyone is at risk of ending up hungry at lunchtime.
As leaders, we often fall victim to the belief that our teams need us to survive and thrive. In reality, if we’ve done our jobs right in selecting, developing, and placing people in the right positions, and worked hard to create a healthy environment, what they need is less of us.
The conversations I genuinely worry about are the ones that aren’t taking place. As a leader, just thinking about what’s not getting talked about should scare the daylights out of you.
My online dictionary defines conundrum as a confusing or difficult problem. The dictionary editors might as well use the act of moving from individual contributor to new manager as the leading example.