People do their best work when they have context for their labors. Here are three discussions managers should be having with their team members to promote performance and stimulate career growth.
It's a fact of life as managers and leaders that we must generate results or we lose the opportunity to lead. While some environments are transactional, where the pressure for results at all costs breeds short-term behaviors, you always have the option to choose "How" you will lead. Here are nine ideas you can apply on the run to strengthen your team and promote great performance:
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.
While we spend most of our time commiserating over bad managers and thinking and writing about seemingly super-human leaders, it’s most often the quiet, hard-working managers operating below the top-levels who make our organizations go and grow.
Once you’ve reached the level of managing managers on your team, your professional development focus shifts considerably. It’s up to you to provide the environment, context, and motivation that serves as rocket fuel for your new managers.
The struggle over the big decisions is the inherent ambiguity. The unknowns are overwhelming. Fear of getting it wrong floods our minds and our brains struggle for traction in the muck. Nonetheless, these are the times when you have to stand up and cut through the fog of ambiguity.
I recently had a chance to interview former executive and now author and coach, Jennifer K. Crittenden, about her latest book: What's a Guy to Do? Working With Women, as well as her other excellent books. In this engaging 40-minute interview, Jennifer shares a wealth of great guidance for all of us. Enjoy this latest episode for the Leadership Caffeine podcast.
The view of the leader as symphony conductor is appealing on multiple levels. One helps create beautiful music and the other enables high performance. However, there is one big difference between the leader and conductor—the leader must compose and conduct at the same time.
There's the practical dimension of leading where we focus on the grind-it-out, get-things-done-through-others heavy lifting. However, there's a higher-order opportunity with this work. The leadership opportunity is truly about the potential to create by working with the ultimate medium: the ideas and efforts of others.