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In talking with top executives, it’s no surprise that one of the biggest challenges they are facing is transferring their well-established operating routines into an online/virtual format. Many managers are learning their well-honed cadence and schedule of activities to review, plan, and communicate no longer works in a virtual world.
Dave Brock joins Art Petty on the Leadership Caffeine podcast to talk about the state of sales management and selling in this turbulent, technology-driven world.
The role of top leaders in guiding strategy creation is well documented. Less understood is that once the strategy is formed and shared, the leader’s actions must focus on minimizing organizational friction—the processes, cultural nuances, and political and personal impediments that threaten the organization’s speed-of-execution.
In this episode of the Leadership Caffeine podcast, I have the pleasure of talking with Julie Winkle Giulioni, co-author with Beverly Kaye of the book Help Them Grow or Watch Them Go (second edition), about the important topic of developing employees on your team.
Developing new managers is hard work that all-too-often is skipped inside our organizations. Fortunately, for all of us, there's a solution that's within your control. It comes in the form of four different series of conversations essential for new manager success.
The most difficult and impactful decisions in a leader's life are the people decisions. Drawing from examples in the military, a leader has to assess whether an issue was a mistake or a lack of discipline. One merits second chances and the other demands more aggressive action. Here's a case and outcome that illustrates the situation. How would you have handled this situation?
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.
Unless you're in a start-up or small business, it's impossible to have everyone in the firm physically "in-the-room" for strategy sessions. However, using a strategy-as-a-continuous-process approach, it is possible and desirable to involve everyone in the work of strategy from ideation to execution. But first, you've got to re-plumb the trickle-down strategy process approach to something significantly more inclusive.
As part of your leadership improvement program, it's important to ask for input. The answers and perhaps even more so people's reactions and responses to your questions offer valuable clues to where you need to strengthen your performance.
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:
