In Part 3 of this series, the emphasis is on managing the discussions successfully with empathy and clarity. It turns out when the feedback discussion goes off the rails, as happens all too often, it's because empathy and clarity were nowhere to be found.
We all can benefit from the right type of specific, behavioral, task, or situational-focused feedback. Unfortunately, our natural fear of either giving or receiving feedback often gets in the way of harnessing value from this input.
We place extraordinary amounts of pressure on our leaders to solve the big problems in front of us. In reality, they don't have the answers. They are looking for individuals to provide ideas that point to solutions. Here are five ideas you can use today to help and start leading without authority:
In the face of complexity and risk, the simplest solutions are generally the best ones. These are indeed challenging times for anyone responsible for managing and leading initiatives, teams, and functions. It might seem as if answers are hard to come by, yet, the fundamentals of effective leadership never go out of style. It's a [...]
I love the "clean power" approach to cultivating influence because it's how I choose to conduct myself. Many others have adopted their version of it for similar reasoning. However, not everyone plays by rules you deem fair, and not everyone has your interests at heart. Here are four ideas to help you survive and thrive when you find yourself working in a sharp-elbowed environment.
We've barely scratched the surface of the areas in our organizations where thinking differently is essential for survival and success. Teaming, strategy and problem-solving all loom large and merit this treatment. However, starting with the role and work of leaders and the processes for adding talent to the team and supporting their development are perfect entry points.
We talk a big game about teams in business, yet often they disappoint. Raise your hand if you've been on a so-called team that devolved into a debating society that went nowhere. Regardless of outcomes and experiences, we continue to throw teams at issues expecting or hoping for magic. It turns out, hope is a lousy strategy because team development demands deliberate focus and hard work.
Most everyone agrees it's critical to build a leadership pipeline in our firms. Unfortunately, when it comes to new managers at the front of this pipeline, without proper care and support, the failure rate is abysmally high. Here are five areas where new managers flail and fail along with some help to improve the situation.
In every cohort of our live-online First-Time Manager Academy, I know something that no one else knows. In this group, there are people who will change the world.
Every day, you have countless opportunities to exhibit behaviors that leave people and situations a little bit better off than you found them. Here's a list of fifteen behaviors that will help you improve the situation for everyone:
