Transparency is measurable. Accountability is binary. If transparency is low and accountability is turned off, expect to struggle.
It’s great to have a positive working relationship with your team members, but as soon as it endangers your ability to succeed with the mission, it’s time to rein things in and operate within the guardrails.
It turns out that successful, effective leadership is much more than a focus on results. Here are some valuable leadership lessons learned the hard way.
If you've ever worked in an environment where accountability was in short supply, you understand how toxic this can be for everyone. Effective managers understand and tap into the power of accountability. Of course, accountability always starts with the manager.
The idea of shifting baseline syndrome is most often referenced in ecological terms. I see it in action in the workplace and in our personal lives almost every day. Perhaps it's time to shift the baseline, but in the right direction.
The book, "Extreme Ownership: How U.S. Navy SEALs Lead and Win," is one of the latest additions to the growing number of books from the ranks of the warrior heroes known as Navy SEALs. This one is a keeper, with powerful lessons drawn from life or death experiences. While our workplace challenges are mild by comparison, the leadership lessons are a perfect fit for anyone accountable for the results of others.
Instead of tacking on what is likely to be a disastrous and potentially personally destructive program that breeds fear in an already dysfunctional workplace environment, make it simpler and teach and expect accountability from yourself and others.
If you’ve ever worked incredibly hard only to have something run off the rails or just not generate the results you were after, you understand what an imbalance in the Efforts-to-Results ratio feels like. Here are some thoughts on aligning this equation in your favor:
One of the occupational challenges of your role as a manager or supervisor is learning how to navigate the personal issues of your team members that seep (or rush) into the workplace. Here are 5 ideas to help you navigate this sticky situation:
There’s a class of professionals in the world one of my former bosses labeled as “70-Percenters.” They’re the people who are great at making noise, and even getting things started, but they don’t know how to close. They’re not finishers. Here are 5 key behaviors of finishers:
