For any leader or management team struggling to navigate strategy, there are two tools I find incredibly useful in helping groups navigate complexity. They share a common trait in challenging strategy groups to focus their energy on cultivating a clear picture of a firm's reality and then defining a way forward, before defining actions. Too many teams jump to the actions and skip the heavy lifting and deep thinking. These tools keep you honest when it comes to strategy.
My recent interview with a CIO from a major publicly traded firm reminds us all that some of our biggest adversaries in our push to survive in this tumultuous world are the caretaker managers inside our organizations.
Few of us are exposed to what it means to follow effectively, yet followership is requisite for success in every organizational and business setting. This article offers a fresh perspective on the role and 8 key behaviors of effective followers.
Remote work policies are under fire in technology and other pioneers of this practice. IBM's recent announcement that all remote workers must either rejoin a physical IBM location or leave the company is the latest example. After a decade of living and supporting remote working in my technology companies, I still see some pros and cons, but it is not a binary issue.
The general guidance on building effective teams is right, it's just often not specific enough. Here are 4 keys to building your great team that don't get enough consideration in most workplaces:
Cultivating the skills and confidence to navigate constructive (negative) and positive feedback discussions is a game changer for any manager. Unfortunately, most first-time managers have received little to no training for this important performance tool. The good news is that armed with an understanding of the building blocks of effective feedback discussions and ample practice, you can learn to master this important management skill.
There's no shortage of those in leadership roles who might reasonably be described as mundane. They focus on performance, but fail to inspire the pursuit of potential. That's too bad, because there's nothing secret or particularly difficult about pursuing extraordinary as a leader. Small changes in behaviors have the potential to yield big outcomes.
Learning to appreciate and value differences on your team takes effort on your part. An open-door policy isn't enough. You need to stretch. A good question to keep in mind is: "What's it like to be you?"
The idea of shifting baseline syndrome is most often referenced in ecological terms. I see it in action in the workplace and in our personal lives almost every day. Perhaps it's time to shift the baseline, but in the right direction.
Large scale organizational transformations often create more problems than they solve. That's why my new Level-Up program focuses on identifying discrete behaviors that what adopted and reinforced, offer the potential to drive big results.