Every year I read Peter Drucker’s classic article, “Managing Oneself,” as part of my personal-professional career navigation process. His powerful questions and frank commentary on what we need to do in our careers helps me reorient and reset on my priorities and activities. I’ve added five questions of my own that are relevant in our emerging world.
Here’s a simple checklist process I use (and recommend to my clients) to help ensure they avoid the all activity/no vector trap.
One of the key success factors for leaders and for all of us is hiding in plain sight ready for all of us to use. Here are six key ingredients essential for ensuring respect is present in every encounter.
In case you ever wondered if you were making a difference, know that someone is paying attention. The example you set today may very well steer the lives of the people around you for decades to come. Make your example count!
From feedback and coaching discussions to interchanges with coworkers who can say, “Yes” or “No” to your requests for resources, process changes, budgetary allocations or fresh ideas, there’s no end to the critical communication situations we encounter at work. I find that just a few common-sense, authentic communication tactics improve your success and strengthen your credibility as well.
If you’re fortunate enough to be working with a coach in your professional or personal life, know that there’s a formula for success with this endeavor. Success starts with the right mindset—a beginner’s mind—and the commitment to listening, processing, and applying and experimenting with yourself and your behaviors daily. In other words, it’s hard work. Here are five additional ideas that will help you succeed:
Sometimes we’re reminded that our actions in the present create someone else’s backstories and memories. As a leader and manager, you have the unique opportunity to directly impact the lives and careers of the people you encounter. Make certain your impact on people ripples positively through time.
It’s not hard to identify the ingredients essential for success on a team or in an organization. Yet, manifesting a group wildly motivated to succeed is the real issue. To do this, there must be a cause that serves as the catalyst and driver. Your numbers, goals, quarterly targets, and emotional or logical pleas aren’t enough. The right cause brings teams to life.
There’s ample science to conclude that we’re lousy at multi-tasking and alternatively, that taking time to reflect improves our self-efficacy and ability to learn. Unfortunately, most of us work in and contribute to a perpetual tornado of activities in our daily lives. It’s imperative for your well-being and effectiveness to find opportunities to simply pause and think deeply.
Almost every professional navigates periods of extreme busyness. However, when the workload turns into perpetual overload, motivation flies out the window and productivity and quality (not to mention enjoyment) disappear. In this article, we look at the primary causes of workplace overload and offer some ideas for you to regain control.
