New manager development in many organizations is ad hoc at best and non-existent at worst. And while short-term pressures often drive sudden decisions to move people into first-time manager roles, the potential for misfiring is high. For managers responsible for identifying and developing new managers, effort expended ahead of time in assessing the individual's fit for the role pays dividends for all parties. Of course, this takes some time and effort ahead of the need. As my old boss would say, "You have to put your back into it."
I fret over feedback poorly provided. I also recognize that not all feedback is worth listening to—a great deal depends upon the source and the motivations of the feedback giver. However, I worry a great deal about the incredible and immeasurable cost of important feedback never given. As Deming suggests, this value is unknown and unknowable. And that worries me.
There are few activities in your management career that offer the high return-on-time-invested (ROTI) than actively engaging and supporting your newly promoted first-time managers. Here are four essential activities to help guide your efforts
There's the practical dimension of leading where we focus on the grind-it-out, get-things-done-through-others heavy lifting. However, there's a higher-order opportunity with this work. The leadership opportunity is truly about the potential to create by working with the ultimate medium: the ideas and efforts of others.
Difficult Decisions and Challenging Conversations—The Stuff of Leadership (and Organization) Success
Difficult decisions and challenging conversations are inextricably linked. You don't get to the big decisions on strategy, structure, or talent without some tough discussions. Yet often, we as leaders fail to model the right behaviors. Here are eight ideas to help you and your team strengthen discussion and decision-making processes.
One of the root causes of communication failure in the workplace is our inability to listen effectively. We're typically distracted by our own thoughts, striving to multi-task, or, we annoyingly step all over the messages of others. However, we can improve our listening skills, and in the process, solve more problems and build performance. This article offers nine ideas to help strengthen your listening muscle.
There are few activities in our organizations more important than developing emerging leaders. A healthy, full pipeline of leadership talent is essential to sustain success and navigate a complex world. The Foundation + 4 Pillars framework helps guide managers in pursuit of this critical work.
Regardless of your best planning, careful observation, and deft delivery sometimes feedback discussions blow up in your face. Here are three common reactions and how to steer the feedback discussion back on track if you encounter them.
When you sign-on to lead, you turn in your "one of the gang" membership card. This can lead to feelings of disconnectedness and what I term: leadership misfit syndrome. Here are four ideas to help you move beyond this syndrome and strengthen your engagement and enjoyment of your role.
In a world where our organizations face a chronic shortage of leadership talent to navigate uncertainty and change, it's time to rethink our approach to leadership development. In this article, I suggest an alternative approach, the clinic model for leadership development. Consider this more a "What if?" prompter on finding new ways to address the whole-person and to integrate and sustain development over time.