I talk with a great number of leaders at various levels and stages of their careers about their own experiences in “becoming a leader,” and I’m constantly fascinated by their start-up stories. Fascinated, that is, the way many drive past a car wreck. Shocked and curious at the same time.
This week’s topic focuses on the plight of the first time leader and a call to action for experienced leaders everywhere to step up and do a better job mentoring and coaching.
One of the great things about leading workshops with talented professionals is how much I learn about the very real challenges that people face in trying to get work done inside their organizations. After spending a day together working with a group technical professionals at The Data Warehouse Institute's World Conference, I gained some insights into the challenges and barriers that are slowing down progress and inhibiting performance improvements inside organizations.
Hey, it’s Wednesday. How are you doing on your leadership priorities this week? If you are starting to feel the week slip away from you, here’s a blunt reminder and a few tips to focus on your true priorities. The week’s not over yet…and victory is still within your reach. It’s time to fight off the fires and push away from the urgent-unimportant.
Whether you are Chief Executive, a functional manager or someone who leads informally on project and product teams, start your week right and put these suggestions to work. Rinse and repeat in the future. You'll be glad that you did.
Not surprisingly in this economy, a great number of people are busy plotting their next career and life steps. Whether prompted by a layoff, a threat of a layoff or the recognition that conditions can all too easily result in a layoff; I’m listening to many people who are dancing with the idea of a shift in direction. Some have already pulled the trigger. Similar to the theme in my post the other day on Beating the Economic Blues, it is critical to do something…to take some form of action when change is on your mind.
It’s not uncommon to run into resistance from the senior members of an organization that has just recognized that it might be good to professionalize and improve talent development and acquisition processes. I can even understand the “Squishy Feely” comment coming from a grizzled functional veteran that grew up in a world where the topic of talent identification, development and retention was not as front and center as it increasingly is today. However the statement: “We’re not going to do this,” is impossible to fathom. It’s a lot like saying, “It’s good to be ignorant.” Or, “It’s OK not to breathe.”
More often than not during a workshop, someone will raise their hand and ask, "All of this stuff about being a good leader is nice, but what do I do about my lousy boss?" Being fairly fast on my feet, I resort to the facilitator's fail-safe of "asking the audience" before offering my own suggestions on this dicey issue. Not surprisingly, there are few satisfying answers (that don't include jail-time for you as a possible outcome) to this dilemma shared by so many.
I don't know too many Sales Managers that relish the opportunity to conduct performance reviews with their Reps. In fact, come to think about it, I don't know too many Sales Managers that actually conduct performance reviews with their Reps. Unless you count the token compliance that a few accommodate through a "half-hearted, fill out the form to get HR off my back" approach that some Managers confess to employing. That's too bad, because all parties involved are missing out on valuable conversations that can contribute to the growth of the business, the strengthening of the sales bench and the development of sales superstars.
The Seven Key Questions for the Ambitious Aspiring Leader are powerful conversation starters to support a manager's leadership development activities. They are not intended to be delivered in machine-gun style, but rather to be used in concert with an approach to helping individuals discover and explore the profession of leadership. Not everyone should lead, yet someone motivated by advancement might believe that leadership is the best or only way to achieve this goal. An effective mutual discovery process is the leader's best friend in helping identify leadership talent and in helping individuals come to their own conclusion on whether leading is a good choice for their own careers.
