In the world of unnatural career acts, shifting from contributor to manager is at the top of the difficulty list. Here are five things you can do as a manager of new(er) managers to help them take off successfully.
Like many of you, ideas are my stock in trade. Whether writing the next article, designing a new workshop or course, providing strategy advisory services for a client, or supporting my coaching clients, I have to operate with a well-oiled idea machine. When the idea machine grinds to a halt, I’m in trouble and need to find a fun, engaging, practical approach to restarting it. Here are 14 hacks I use to restart mine:
It’s the perfect time in our world to vanquish the long-perpetuated and unproductive myth that leaders are somehow meaningfully different from managers.
Leadership Indecency is an admittedly awkward, uncommon phrase. I like it. It’s the perfect phrase to describe the many amoral examples and practices of leadership we encounter in our organizations and institutions.
Goals are critically important in our personal and professional growth. They push us to learn, grow, and strive. We change our lives by aspiring for big goals. We motivate ourselves and our team members with properly developed, challenging goals. And we change the vector and fate of organizations through the proper use of goals. The operative phrase is “the proper use of goals.”
Developing as a manager is a perpetual exercise in leveling up. Just when you think you’ve developed some competence at the role and are asked to take on more responsibilities, WHAM, you hit the wall of new, ambiguous challenges. Here are the six big level up challenges I see for rising managers:
Here are my top choices for my personal Summer 2023 Professional Reading list.
As Layoffs Climb and AI Emerges, the Predictions are Flowing Like clockwork, bad news in the economy coupled with some scary new technology brings out the pundits offering exaggerated predictions for something or another. This time, the mass layoffs in techdom and a...
While many managers work hard to construct and deliver timely behavioral feedback, few spend time working on their feedback culture. As a result, performance feedback is transactional—given on a one-off basis, but it doesn’t propel growth and learning across the entire group. Here are some tips to strengthen your team’s feedback culture.
Join me and a cast of your peers from across industries and organizations on Friday, 5/12, at noon central for the latest Leadership Caffeine Jam Session, when we come together for an hour to identify and develop solutions for some of the most vexing challenges all managers face
