Every few months, I run a three-hour boot camp on strengthening your skills as a receiver and a giver of feedback. Here are the top ten insights from the recent cohort group.
There's never been a better time to help yourself or your team members move from good-to-great and add the skills essential for success in what will be a still-challenging world filled with new opportunities. Here's our Spring 2021 Professional Development Catalog:
It turns out, learning to spot and seize gray-zone opportunities is a spectacularly great way to get ahead in your career.
The "I" topic for influence comes up regularly in my emerging leader coaching calls. Individuals frustrated with their assignments or feeling as if they're being bypassed for the best opportunities mostly share one common thread: they are under-invested in striving to grow their workplace influence. Here are five unavoidable facts of life that suggest influence development must be part of your work.
Getting started with a career pivot is as challenging as getting started writing a book. Both seem like great ideas, and they're the stuff of daydreams and momentary fantasies. For the aspiring book writer or career changer, these are intoxicating thoughts until reality sets in, and we realize how difficult this work is actually to start and ultimately complete.
It's not easy to reinvent yourself in your career, and it's not fast. However, if you don't get started now, you'll never get to your next adventure.
There’s a growing body of research evidence—and a lot of commonsense—that suggests we benefit on many levels when we regularly display gratitude to the people who help us on our journeys. I checked, and the world can use the positive impact of more gratitude right about now.
One of my favorite parts of helping experienced professionals identify their “next” in their careers is helping them open their minds to the many alternative paths available to them. Typically, we hold narrow views of our options and close our minds to paths that will challenge and change us.
There's a reason I devote on average one-day per working week to supporting the development of new managers in my practice. It's important. And while I spend a good deal of time highlighting the challenges of the role, there are at least six big reasons why you might love this role.
If you are either considering the move from contributor to a manager or you are responsible for developing new managers on your team, here are four actions you can take to improve your odds of success.