In preparation for an upcoming presentation, I’ve become a bit obsessed with studying the 1910 expeditions and race between Roald Amundsen and Robert Falcon Scott to 90-degrees South (the South Pole). The lessons for leaders and managers practically leap off the pages of this classic example of coping with risk, uncertainty and volatility. Here are 5 of the more noteworthy lessons gained from this jour
The Leadership Caffeine series is 200 installments strong and is dedicated to every aspiring or experienced leader seeking ideas, insights or just a jolt of energy to keep pushing forward. Thanks for being along for the journey! -- We all know that leading and...
With few exceptions that I’ve encountered, most senior leaders lose sleep over how fast their organizations and employees are moving. Their minds and mantras are: faster to change, faster to improve, faster to add new capabilities, faster to explore and develop competence in new markets and with new customer groups. However, at the same time senior leaders are looking for ways for their firms and teams to move faster, most employee groups and their managers are bogged down slogging through the reality of getting stuff done. Here are 3 ideas to help you and your team strengthen the balance between the need for speed and the need for performance:
My first manager routinely asked a question that turned out to be a powerful teaching tool and a life-long reminder to pause before leaping. The question was, “Have you thought of everything?” While “thinking of everything” in a literal sense is impossible, her intent wasn’t to push us down to ground level in an endless field of details (as interpreted by my colleagues), but rather, it was to push us to think through and around a situation in as thorough manner as possible. Here are 5 situations where the questions absolutely must come first:
The team or project leader’s responsibility is not to find a way to squash the variance in personalities, but rather to foster the right environment for people who are different to come together and perform. Here are four key mistakes to avoid as you seek to align your collection of challenging personalities around your project and pursue great performance.
In preparation for an upcoming presentation, I’ve become a bit obsessed with studying the 1910 expeditions and race between Roald Amundsen and Robert Falcon Scott to 90-degrees South (the South Pole). The lessons for leaders and managers practically leap off the pages of this classic example of coping with risk, uncertainty and volatility. Here are 5 lessons from these remarkable expeditions that you can apply in your work-life today:
Here are a few more of my favorite things when it comes to professional development. Part 1 focused on leadership, strategy, getting to the next level and cultural intelligence. In Part 2, I range a bit further afield with an eclectic suggestion list of biographies. And remember, the best books on leadership aren’t found in the business section!
There are shelves of books and countless blog posts out there on improving team performance. Last I checked, there isn’t much for us to consume on the topic of improving our performance as team and project participants. Here are 12 ideas on to improve your participation and potentially raise the performance of everyone around you.
If speed, adaptability, learning…and the need to innovate are more than buzzwords and corporate clichés, but in fact are the requirements for success in this fast-moving world, then building cultures, teams and people capable of succeeding in the matrix must be a priority.
Every high performance team I’ve experienced as a participant, a sponsor or an outside advisor, was governed by an overarching set of principles or values that formed and framed the culture. And while good words alone don’t create success, the combination of the leaders and participants living and acting according to those words everyday made things work.
