Teaching others to employ effective decision-making processes is one of the most important and often ignored responsibilities of those in leadership roles. Unfortunately, training your team to look to you for the calls on how to fix problems and move forward is much easier than teaching your team members to stand on their own for most issues.
Just say “No” to the post-work invite from the team for the beer. While you’ll feel torn because you enjoy social time as much as the next person, pay attention to that little voice in your mind trying to get your attention with, “You shouldn’t, you’re the boss.” No moralizing here. I’ve simply known too many who shut this voice out and paid with their credibility and on a few occasions, their jobs. Not convinced? Here are 6 reasons why I believe you should pass on the post-work happy hour invite:
Few events do more to suck the life and energy out of a team than the boss’s weekly status meeting. If you are the boss, it’s time to exorcise these from your operating routine.
Newsflash: all good leaders make mistakes. A great number of them. Everyday. After all, there are people involved, and this would be really easy without the people. Fortunately, people are all that we have. The true test of your leadership character isn’t measured by the number of mistakes you make, but rather, by what you do moving forward once a mistake is recognized. Here are 8 ideas for effectively learning from and navigating your leadership mistakes:
Sometimes the best leadership guidance comes in short, strong bursts flavored with a few blunt reminders. Warning: consume too many of these at one time and your team members will thank you, productivity will go up and work might become a lot more enjoyable. Here are 12 shots of Leadership Espresso to help you get it right:
We’re often too quick as leaders to throw in the towel on teams that have whiffed. That’s a mistake that may be more costly to performance and morale than the initial and temporary failure. Here are 5 signs that your failed team merits more time:
I’ve yet to run a workshop or program on leadership where anything approaching a majority of the participants describe their initial days of their initial role as a team leader, supervisor or manager as a period when they received much if any support and coaching from their own direct manager. Most describe this particularly precarious professional time as more like a “hit and run.” That’s unfortunate, because the flame-out rate for first-time leaders is high and the fallout on those around them heavy. Here are 8 ideas for you to strengthen your support of your first-time leaders:
Nothing happens without a decision. Nothing good happens without the right decision. And, in case you doubt the need to focus on making better decisions, spend some time skimming the news. If you’ve kept up with your health and fitness resolutions thus far this year, you know that even minor adjustments in diet and exercise pay big dividends. The same goes for our individual and group decision-making approaches. Here are 5 key questions and suggestions for strengthening your team’s decision-making processes.
Two news items here at Management Excellence: First, as of February 1, 2012, the good folks at Information Management are kindly syndicating selected posts from my blog at their resource rich website: info-mgmt.com under my name and the Leadership Caffeine label. And second, I’m pleased to announce the launch of a new resource to support your professional development…the Leadership Caffeine Newsletter.
Much of the pablum that is passed off for guidance on leading others ignores the reality that the context in which we lead has changed from just a few years ago, and it continues to change faster than any of us can truly understand. While it’s a bit disheartening to realize that those of us with much time under our belts and more than a few laps around the block of life are vestiges of a bygone business era, we are. That doesn’t mean we can’t be relevant, but first, we have to understand and accept some of the important contextual changes in our world of business:
